As the Founder and CEO of Zapiy.com, fostering a culture of inclusion has been a top priority for me, and one resource that profoundly shaped my perspective is the book "The Culture Map" by Erin Meyer. While the book primarily explores cultural differences in communication and workplace behavior, it offers invaluable insights into understanding and respecting diverse viewpoints, which is at the heart of building an inclusive culture. One key takeaway that resonated deeply with me is the concept of "cultural relativity" in communication and feedback. Meyer emphasizes that what might be considered direct and transparent in one culture could come across as abrasive in another, and vice versa. This insight pushed me to reevaluate how we communicate internally at Zapiy.com and adapt our approach to better suit a team with diverse backgrounds. For example, we implemented a practice of asking open-ended questions during feedback sessions rather than assuming a one-size-fits-all approach. This small change encouraged team members to share their perspectives more openly, without fear of judgment or misunderstanding. It also helped me and my leadership team become more intentional listeners, ensuring that everyone's voice is heard and valued. My advice to others is to invest time in resources that challenge your assumptions about inclusivity and help you see the world through others' eyes. A culture of inclusion isn't just a set of policies; it's about creating an environment where people feel truly seen, respected, and empowered to contribute.
One book I highly recommend to any leader interested in creating an inclusive culture is Alida Miranda-Wolff's "Cultures of Belonging." What I appreciated most about this book was the author's firsthand perspective as someone who struggled in a non-inclusive workplace and how it affected her ability to contribute fully. This perspective is valuable because it personalizes the need for inclusivity and grounds it in a real-world context. The book offers many valuable insights, but one of my biggest takeaways was that creating an inclusive culture doesn't require an immediate, large-scale overhaul. Instead, consistently making incremental changes can be just as effective-if not more so-than attempting a full-scale transformation. Smaller initiatives tend to gain buy-in more easily than sweeping changes, and this approach allows organizations to implement meaningful improvements with immediate impact while fostering a larger cultural shift over time. I've seen this play out firsthand at Advastar, where adopting this mindset has led to noticeable cultural improvements. Miranda-Wolff's emphasis on steady, actionable progress makes this advice especially practical for leaders looking to integrate DEIB principles in a sustainable way.
One resource that deeply impacted my understanding of creating a culture of inclusion is the podcast "How to Build Bridges, Not Walls" by Brene Brown. It emphasized the importance of empathy in fostering understanding and respect in diverse teams. The key takeaway was the practice of active listening-truly hearing others without preconceived judgments. This resonates with my experience in business development, where listening to diverse client perspectives often unveils opportunities for innovation. The podcast also highlighted that inclusion starts with small, consistent actions, like making space for all voices, which reflects my approach to leadership. I've learned that inclusion isn't just a policy; it's how we interact with one another daily. By applying this mindset, I've been able to build stronger, more collaborative workplace environments.
One resource that significantly influenced my understanding of creating a culture of inclusion is the book "The Culture Map" by Erin Meyer. It opened my eyes to how communication styles, leadership perceptions, and decision-making processes vary across cultures. A key takeaway for me was the importance of being aware of these differences to foster inclusivity and collaboration. Coming from a background where I work with diverse teams at Omniconvert, this insight was invaluable. It helped me create environments where all voices are not only heard but genuinely valued. It reminded me that inclusion begins with empathy and the willingness to adapt. Building such a culture isn't about rigid policies but fostering understanding and trust between people with varied perspectives. This approach aligns perfectly with my focus on elevating customer relationships because true inclusivity starts internally, within the team.
I genuinely think that I have learnt a lot in creating a culture of inclusion in Jennifer Brown's book "Inclusion: Diversity, The New Workplace & The Will To Change." It provides valuable insights into how organisations can create a truly inclusive environment by addressing biases, embracing vulnerability, and committing to change at both individual and organisational levels. The key takeaway that resonated with me is the idea of "the will to change." It means that building an inclusive culture isn't just about recognising diversity but also being committed to making real change. Both individuals and organisations need to challenge their biases and actively work towards inclusion, creating a space where everyone feels valued and supported.
The book "The Culture Code" by Daniel Coyle has been an invaluable resource for fostering inclusion. One key takeaway is the importance of creating a sense of psychological safety-where team members feel valued and secure enough to share their ideas without fear of judgment. Applying this, we started team meetings with open-ended questions that encouraged everyone to contribute, regardless of their role. This simple shift made quieter employees feel heard, improved collaboration, and uncovered creative solutions we might have missed. Inclusion thrives when everyone feels their voice matters.
One resource that profoundly enhanced my understanding of creating a culture of inclusion is the book "Inclusify" by Stefanie K. Johnson. This book delves into how leaders can cultivate inclusive environments by balancing fairness and warmth, addressing both diversity and belonging. What resonated most with me was Johnson's emphasis on the dual leadership styles of authenticity and adaptability. She argues that to foster inclusion, leaders must stay true to their values while also being flexible enough to meet the diverse needs of their team members. This balance ensures that all employees feel valued and empowered, which in turn boosts engagement and productivity. Applying the insights from "Inclusify," I implemented more thoughtful hiring practices and established regular feedback sessions to ensure everyone's voice was heard. Additionally, I promoted team-building activities that celebrated diverse backgrounds and perspectives. The key takeaway from this book is that inclusive leadership is not just about policies but about the genuine, everyday actions leaders take to make everyone feel respected and included. This approach has not only improved team dynamics but also driven our organization's success by leveraging the full potential of a diverse workforce.
A research article about the flip side of oxytocin stopped me in my tracks. When a group of people is strongly bonded through oxytocin, they are more likely to attack another person or group that is outside of them and increase the amount of friction in between groups. Most people talk about oxytocin being the love and bonding hormone and yet, we ignore this side of it that says the closer we are bonded, the more we protect our crew. The biology of belonging is critical to understand for the future of DEI work, and knowing that there are biological factors that can prevent integration, acceptance, and inclusion gives us another area to focus our attention on that doesn't require any shaming, blaming, or otherwise. Oxytocin works BEFORE our brains create a response to a new person. The work we need to encourage here is twofold. 1. People need to understand that this process happens naturally and they are not bad humans for having a endocrine response that influences their thoughts, feelings, and behavior. 2. Next, people need to understand that as humans, we can notice and rectify those thoughts, feelings and behaviors - and that THIS is the true work of belonging. When introducing a new colleague, one of the easiest 'tricks' to use is to make sure that the employees that are closest to one another aren't sitting together. Creating physical distance weakens oxytocin's influence and group think. Next, encouraging new employees to do 'coffee chats' or 'water cooler chats' with other employees 1:1 will go further than trying to integrate them into a group without the group's biological permission. The more you push, the more they'll push back. Team building comes after personal relationship building if we want to use oxytocin to our advantage and not allow for it to interrupt the process of belonging. Citation: Zhang, H., Gross, J., De Dreu, C., Ma, Y. (2019). Oxytocin promotes coordinated out-group attack during intergroup conflict in humans. eLife. 8(e40698). https://doi.org/10.7554/eLife.40698
Janine A. B. Choo's book, "Inclusive Marketing: A Framework for Marketing with Diversity, Equity, and Inclusion," highlights the importance of inclusive marketing strategies. The key takeaway, "Representation Matters," stresses that marketing campaigns should reflect the diversity of the target audience. Consumers are more likely to engage with brands that represent their identities and cultures, making this approach essential in affiliate marketing.
Cultural Intelligence Consultant | University Lecturer at C3 Global, LLC.
Answered a year ago
Dear DEIB Leader Editor, I'd like to share insights from a transformative resource that has shaped my perspective on creating genuine cultures of inclusion - the "Future-Ready Leadership" podcast episode on building inclusive teams in a post-DEI landscape. This episode particularly resonated with me because it shifts the conversation from policy-driven diversity initiatives to people-centered inclusion. The key takeaway that struck me was how authentic inclusion must be embraced as a personal leadership value rather than just an organizational mandate. Three core principles from the episode that transformed my approach to inclusive leadership: 1. Moving beyond performative diversity metrics to building real psychological safety 2. Recognizing that effective inclusion requires customized leadership approaches rather than one-size-fits-all solutions 3. Understanding that inclusive leadership is a global competitive advantage, not just a compliance requirement What makes this resource particularly valuable is its timely focus on maintaining inclusive practices even as formal DEI programs face challenges. It offers practical guidance for leaders committed to fostering belonging, regardless of shifting organizational policies. I am available for further discussion on how these insights can help other leaders build sustainably inclusive cultures. Best regards, Dr. Charity Campbell-Kapela
"The Inclusion Nudges Guidebook" by Tinna C. Nielsen and Lisa Kepinski is a valuable resource for fostering inclusive workplaces. It emphasizes the use of "nudges," or subtle environmental changes, that encourage inclusive behaviors and decision-making without limiting choices. By implementing these strategies, organizations can improve participation and representation among diverse teams, which is crucial for successful business development in collaborative settings.