5 Strategies to Promote Inclusion:

A Manager’s Playbook

Manager Choices Drive Inclusion

After a recent conversation with a direct report about her career development and how to increase her exposure to
different parts of the company, you invite her to the next cross-functional strategy meeting. As the two of you walk into
the conference room together, someone loudly whispers, “Why is she here?” People nearby softly chuckle and shake
their heads.

As a manager, you have a decision to make: Do you address the comment or stay silent?

Leaders are faced with choices like this every day. The actions you decide to take either contribute to an inclusive atmosphere
where employees are able to thrive—or an exclusive atmosphere where they can’t.

This tool is for team leaders, as well as anyone who manages a project or cross-functional group. In it, we’ll break down what
inclusion at work looks like and show you exactly how you can take steps to help all your employees feel included.

Along the way, you’ll have the chance to reflect on when you’ve felt included and excluded at work and if you think your team
members are experiencing inclusion—and commit to specific actions related to your individual direct reports.

We will focus on:

THE ELEMENTS OF SELF-REFLECTION PERSPECTIVE-TAKING MANAGER TACTICS

INCLUSION
What are my What might my team How can I help
What are the elements personal experiences be experiencing enhance my team's
that comprise with inclusion or when it comes to experiences of
experiences of exclusion? feeling included or inclusion?
inclusion? excluded?

CATALYST.ORG
The Elements of Inclusion
Past Catalyst research has shown that while employee experiences of exclusion are easily recalled and described, experiences of
inclusion are more nebulous and harder to express.1 Often it seems easier to define inclusion by what it is not, versus what it is.

Many researchers, including at Catalyst, have defined inclusion by focusing on belonging and uniqueness2 as the key elements.3
As we have continued working with large organizations to build inclusive workplaces, however, we have seen that this approach
only captures a part of the larger picture. To advance this theory, we conducted a global study of over 2,100 employees from
15 global companies,4 and the data we gathered helped us identify five elements that make up experiences of inclusion at work.5

VALUED TRUSTED AUTHENTIC

You are appreciated and respected
for your unique perspectives
and talents.
You are enabled to make
meaningful contributions and are
influential in decision-making.
You can bring your full self to work
and express aspects of yourself
that may be different from those
of your peers or mainstream
company culture.

PSYCHOLOGICAL SAFETY: LATITUDE PSYCHOLOGICAL SAFETY: RISK-TAKING

You feel free to hold differing views and make You feel secure enough to address
mistakes without being penalized. tough issues or take risks.

With these five elements, we get a multifaceted understanding of how people actually experience inclusion. Leaders who keep
these five hallmarks in mind as they interact with team members can make it possible for employees to be engaged in the mission
and motivated to stay and contribute to the company. Indeed, our study found that the five hallmarks together predict innovation,
engagement, team problem-solving, and retention.6

Do these hallmarks resonate with you?

In the second half of this tool, we’ll jump into the actions you can take to help employees on your team experience the five
hallmarks. But before we do that, let’s pause so you can reflect on how they have played out in your own experiences of inclusion
and exclusion.

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 2

Self-Reflection: 5 Hallmarks of Inclusion
Take a few moments to fill out the charts below, thinking about times you felt included or excluded at work. Then, answer the
questions below the charts to help you pinpoint what worked and what didn’t so that you can learn from your own experiences.

EXPERIENCES OF INCLUSION

During this experience, I felt:

Experience Valued Trusted Authentic Psychological Psychological

You are appreciated You are enabled to You can bring your Safety: Latitude Safety: Risk-taking
and respected make meaningful full self to work and
You feel free to You feel secure
for your unique contributions and express aspects of
hold differing views enough to address
perspectives and are influential in yourself that may be
and make mistakes tough issues or take
talents. decision-making. different from those
without being risks.
of your peers or
penalized.
Type your experience in the mainstream company
text boxes below. culture.

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 3

 EXPERIENCES OF EXCLUSION

During this experience, I did not feel:

Experience Valued Trusted Authentic Psychological Psychological

You are appreciated You are enabled to You can bring your Safety: Latitude Safety: Risk-taking
and respected make meaningful full self to work and
You feel free to You feel secure
for your unique contributions and express aspects of
hold differing views enough to address
perspectives and are influential in yourself that may be
and make mistakes tough issues or take
talents. decision-making. different from those
without being risks.
of your peers or
penalized.
Type your experience in the mainstream company
text boxes below. culture.

Which hallmarks of inclusion did you experience most/least frequently? Why do you think this was the case?

What were the outcomes or consequences of your experiences of inclusion/exclusion?

Now, reflect on your answers. Did anything surprise you when you thought about your experiences using this framework?
If so, what surprised you and why? What did you learn that you can use to enhance your ability to lead others inclusively?

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 4

Assessment: What Are Your Team’s Experiences?
Now that you’ve identified how you felt when you experienced inclusion and exclusion at work, let’s look at how your team
members might be experiencing inclusion and exclusion.

For this exercise, you’ll put yourself in your team members’ shoes to assess their day-to-day experiences. This could be
uncomfortable or challenging for you, but remember there are no right or wrong answers.

Think critically and be honest—your answers will help you learn what aspects of inclusion to prioritize and allow you to grow as a leader.

Keep in mind that your perspective may not match those of your team members, so it’s vital to follow up with them
individually and as a group. Doing so will enable you to check your assumptions, gain a clearer picture of their true
experiences, and open a dialogue about inclusion and exclusion in your workplace.

For each of the statements listed below, indicate how confident you are that it is true for people on your team.

I’m not Somewhat Very

sure (0) confident (1) confident (2)

1. Team members’ strengths are understood, appreciated,

and leveraged effectively within the team.

2. When there is a tough issue, team members speak up to

identify the issue and help solve it.

3. Team members feel that they have the support they need
to successfully contribute to business or project goals.

4. When making decisions, people on my team have

opportunities for providing input and participating in
decision-making meetings.

5. At work, people on my team feel that they can express aspects

of themselves that may be different from those of others.

6. Team members are appreciated for their unique

perspectives, even when others disagree with them.

7. Team members tend to invite differences of opinion and

viewpoints in meetings.

8. Team members openly ask for help from colleagues or

leaders, even if it feels risky.

9. Team members feel comfortable sharing stories about

their life outside of work, without pressure to do so.

10. On my team, people share and openly talk about mistakes

or errors they’ve made.

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 5

SCORING

Sum of the responses to the following statements I am confident that people on my team tend to feel… Score

1 and 6 Valued 0

3 and 4 Trusted 0

5 and 9 Authentic 0

7 and 10 Psychological Safety: Latitude 0

2 and 8 Psychological Safety: Risk-Taking 0

Total 0

INTERPRET YOUR SCORES BY HALLMARK

Ask yourself: Answer:

• Which hallmark of inclusion are

you most confident about?

• Why are you most confident in

this hallmark?

• How can you improve?

• Do you think your team

members would be surprised
by your assessments?

• Think about how people on your

team differ by gender, cultural
background, job level, work
setting (e.g., physically present,
remote, hybrid), time zone, etc.
How might they have unique
experiences of the five hallmarks
based on their differences?

• Would your levels of confidence

change if you only think about
women, or another subgroup of
team members?
5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 6
 Total 0

INTERPRET YOUR OVERALL SCORE

20–16: Good start. You view team members as experiencing 9–0: Challenge yourself. It’s important that you are open to
higher levels of inclusion. Now, figure out what’s working! taking a hard look at experiences of inclusion among people
Don’t assume that your opinion is everyone’s reality. This is on your team. This is a solid first step. But you also have
an opportunity to take stock of your team members’ day-to- some challenging areas you should pay attention to. Create
day experiences and build on your progress. For example, a plan of action that combines ongoing self-reflection with
make sure you understand the experiences of people from actively checking with your team to better understand their
marginalized or underrepresented groups, and take action experiences at work. You might be surprised at what you can
to intervene when bias occurs. Everyone has the power to learn. Seek feedback from people who may challenge you to
act to disrupt exclusion and have critical dialogues across think differently, and encourage team members to tell you the
differences. truth. Fill in the Action Plan at the end of this tool, and use it to
hold yourself accountable to leading more inclusively.
15–10: Room to improve. Your score indicates there are some
areas for improvement. Focus on talking to team members
about their day-to-day experiences of inclusion and exclusion.
Remember that both can exist at the same time. Ask tough
questions and look for trends and patterns. Be sure to set
expectations for team members as well as yourself on how
you can cultivate an inclusive culture. Work with your team to
open feedback channels and set clear and measurable goals.
Keep notes and be transparent with your team on what you
are learning.

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 7

Manager Tactics
Now that you have grounded your understanding of the five hallmarks in your own experiences and identified which ones you
might need to work on, we’re going to share specific tactics you can use to help your employees experience each hallmark.

VALUED 1. Partner with team members to assign tasks based on strengths and interests.

When assessing your larger strategy and the many tasks and projects that need to be
assigned, be curious about team members’ unique abilities.

• Capitalize on each person’s strengths and give them stretch opportunities that are right

Appreciate and for them.

respect employees • Better yet, co-create assignments with employees so they are invested in their role and

for their unique contributions toward your business goals. Don’t limit this approach to task-oriented activities.

perspectives and
Start by regularly asking employees about their strengths and interests so that you can
talents.
leverage them as you craft roles and development plans. It is critical to consider both
strengths and interests.7 But be cautious:

• If you consider only interests without the appropriate skill development opportunities,
you may set up a project or employee for failure.
• If you consider only strengths, or only a subset of strengths to which you’ve been
exposed in the past, you may pigeonhole talented employees into roles or tasks that are
not meaningful to them, which could lead to disengagement.8
• Furthermore, with a singular focus on strengths, you might unintentionally deny employees
the opportunity to develop new skills, which is linked to suppressed innovation.9

2. Recognize employee accomplishments.

It is not enough to provide a good performance evaluation for employees. Credit for
successes, no matter how small, must be given regularly.

• When contributions are valued appropriately, employees can succeed and are motivated
to continue contributing their best to your organization.
• This is not about offering trophies for baseline work performance, but rather about
recognizing and appreciating employees when they contribute to your organization’s
mission and goals.
• This is especially critical for people in “behind-the-scenes” roles—not everyone’s job
involves regular visibility, so leaders must ensure that these valuable employees get the
credit and visibility that is necessary to make career advancements.10

Thinking back to the story from the beginning of this tool, simply affirming that your
direct report is a valuable member of your team with a lot of potential would go a long
way to making her feel included in the meeting. Showing that you believe in her in front of
colleagues who may doubt her value is a powerful statement.

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 8

 3. Encourage employees to share their individual perspectives.

People feel valued when they feel that their perspectives and insights are thoughtfully
considered by the rest of the team—even if their ideas are not ultimately advanced.

• Show your employees that discussing their different ideas is part of the process to find the
best solution to any given business challenge, and that’s why you’ve hired people with a
range of unique experiences, skills, and backgrounds.11
• Don’t shy away from differences; instead, recognize them as an asset.12 Indeed, each employee
has many intersecting identities and related life experiences that can be a bank of creativity
for serving your increasingly diverse customer base and edging out competitors. Not
embracing difference, by contrast, can breed a workplace culture where employees from
underrepresented groups are excluded and devalued, which is a tremendous retention risk.13

TRUSTED 1. Demonstrate your trust through actions.

Employees feel trusted when they have the autonomy to do their jobs without excessive
supervision and direction. And as experiences of trust increase, so do employee innovation
and engagement, as well as team innovation, citizenship, and problem-solving.14

Ramp up efforts • You’ve hired team members because of their unique expertise, skills, and backgrounds—

to help employees so instead of micromanaging them, let them determine how best to get their jobs done.

make meaningful • As a leader, you need to hold them accountable for meeting their goals, but if you are

contributions and constantly asking for updates or telling them what to do, they are not going to feel trusted.

involve them in • At the start of a project, meet with employees to ensure alignment on goals, timeline, and

decision-making. processes—and then allow your team to do the work.

2. Create a participatory decision-making process that includes employees.

Evolve the typically hierarchical decision-making structure into one that involves employees,
no matter their job level. This type of participative decision-making has been linked to
increased employee sense of control over their roles15 and satisfaction, as well as reduced
turnover intentions.16 It also predicts psychological ownership, which is when employees
sense that they have a stake in, and are important members of, the organization, which itself
predicts organizational commitment.17

• Even when it is not possible to involve employees in a particular decision, look for ways to
hear and integrate their perspectives.
• No matter what, be sure to update them when decisions are made or policies change,
with an explanation of the reasoning and how the decisions may impact their roles.
• Engage your team in an exercise to cocreate clearly written guidelines for fair decision-
making that are inclusive and efficient. Then, make sure to follow them and review
periodically to adjust as needed.18

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 9

 AUTHENTIC 1. Create space for employees to share information about themselves.

When employees can express a version of themselves that is consistent with their self-
image—without any pressure to conform or suppress their true feelings, they are more likely
to be fully engaged, committed, productive, and happy in their jobs.19

Create an open • As a leader, your job is to welcome these personal disclosures and recognize and

atmosphere where embrace the value added by this new perspective.

employees can • If an employee discloses personal information, particularly if it could be seen as

bring their full embarrassing or shameful, thank them for trusting you and for their courage.

selves to work and

Remember that “Bring your whole self to work” can play out differently depending on where
express aspects
we are in life and our cultural background.
of themselves that
may be different • Our “whole selves” are made up of many different “situational” and “relational” selves; we
from those of their are not exactly the same person across different contexts20 or around different people.21
peers or mainstream Showing up differently in different contexts doesn’t mean that you are not being
company culture. authentic in all of those contexts.
• Our “self” is not fixed across time—indeed, to succeed throughout our careers, we need
to develop different versions of ourselves that evolve with experience.22
• As a result, employees may make strategic decisions about the information they choose
to disclose.23
• Being strategic does not thwart authenticity; it allows employees to decide for themselves
what to share and with whom, and not be compelled into unwanted confessions.24
• What is critical is not so much what is disclosed but rather the ability to choose to disclose
and the reaction to the disclosure.25

2. Model vulnerability.

Don’t just pay lip service to the idea of authenticity. Create a workplace culture that
encourages disclosure.

When you express your authentic self at work by modeling disclosure of personal
experiences, you motivate employees to act in a similar manner—and drive results. Research
shows that employees who say their manager frequently displays openness and vulnerability
are more creative, dedicated, and willing to go “above and beyond” than employees with
managers who don’t do those things as much.26

It takes courage and humility to expose our common humanity, but employees—especially
more junior or underrepresented employees—will take note. However, be mindful that
people’s different identities can shape their experiences at work and ability to show up
authentically. For example, a cisgender, straight, White, able-bodied woman does not face
the same obstacles to authenticity as, say, a transgender Black woman.

• As a leader, try to share information about yourself that reduces the distance in status
between you and others, such as if you grew up poor or had any other struggles that you
are comfortable sharing.27
• You should also share your joys and celebrations; by revealing a more nuanced and
complete picture of yourself, you can convey that you too are human and struggle with
faults and difficult circumstances.
• Remember that personal disclosure doesn’t mean oversharing—it means connecting with
people in a meaningful way, including about work-related experiences.

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 10

 PSYCHOLOGICAL 1. Treat mistakes as learning opportunities.
SAFETY:
LATITUDE Cultivate an environment where mistakes are treated as learning opportunities. Many
organizations have already done this with the “fail fast” mantra that prizes experimentation
and learning.

• The first step toward a learning orientation is to assume positive intent.28 Believing that
employees have good intentions is necessary so that employees know that if their action
Build an environment doesn’t produce the desired outcome, they will not be punished but supported and
where employees taught how to improve for the future.
feel free to hold • Another step to take when a mistake is made is to encourage the employee to reflect on
differing views and the mistake and verbalize what they’ve learned from it. Work together to embed your new
make mistakes without learnings into the process so it’s less likely to occur in the future.
being penalized.
2. Look at the bigger picture.

If mistakes are treated as indicative of a lack of ability, employees will hide mistakes, which
can compound the impact of those errors and prevent procedures and processes from
being put in place to avoid them in the future.29 When an employee makes a mistake, ask
yourself these questions:

• Did someone fail to provide the employee with information that would have enabled
them to better perform their job?
• Is the employee overburdened at work and thus fatigued?
• Does the employee need more training? Do they need guidance about when to seek
others’ perspectives, not making decisions in a silo, or how a part of the business works?

Consider the situation before assigning blame or attributing errors to a “low-

performing” employee.

• This can be very challenging, particularly in the case of mistakes that cost your business
tangible positive outcomes.
• But in most cases, teaching a well-intentioned but imperfect employee a lesson for
the future is a better solution than chastising them for the absence of the training or
information they needed.

3. Talk about your own mistakes.

People don't feel psychologically safe if they are afraid to admit their mistakes.

• As a leader, you can decrease the fear employees might have about talking about
mistakes by humbly discussing your own, and what you learned from them.
• Encourage a learning mindset rather than a blaming and shaming mindset by leading a
broader discussion in which you and team members discuss mistakes made or seen and
lessons learned.

Employees who have managers who are not afraid to admit their own mistakes are more
likely to feel safe about taking risks that might lead to unintended consequences.30

• When employees believe that mistakes will not be held against them, they are more likely
to reveal those mistakes and thereby intercept their consequences, which can be far
greater than the mistake itself.31

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 11

PSYCHOLOGICAL 1. Encourage employees to take risks.
SAFETY:
RISK-TAKING When leaders openly discuss new ideas with employees, they create a culture in which
people feel that they are psychologically safe to suggest and endorse novel and useful
solutions.32 Ideas that lead to risk-taking can have many benefits for companies trying to find
an edge over the competition. But by definition, risks involve a possibility of failure.

If employees fear the consequences of stepping outside the box, they may not, and then
Build an environment innovation will be suppressed. Or, if employees decide to take the risk anyway and are met
where employees with only criticism, they may decide to take their creativity to another organization where the
feel secure enough to drive to push boundaries is appreciated.
address tough issues
or take risks. • As a leader, guide your team to take appropriate risks individually and as a group by
being open to their creativity and supporting teammates when they take risks.
• When someone voices a new idea or different opinion in a meeting, probe further to
understand what they are suggesting more deeply, and encourage others to discuss the
merits of the thought. Shutting down discussion about diverging opinions can lead to
groupthink33 and faulty decision-making34 such as the failure to consider alternative solutions.

2. Model speaking about tough issues.

It may seem counterintuitive, but as a leader, it’s in your best interest for employees to speak
up about tough issues, whether they’re related to business challenges or social issues like
gender and racial discrimination. Remember to focus on dialogue and not debate.35

• It is up to you to foster an environment where employees feel comfortable speaking up

by demonstrating that behavior yourself and publicly celebrating others who offer candid
or challenging perspectives.
• Employees who bring these issues to light are not causing trouble but may be creating
the potential for a solution, even if they do not necessarily say it perfectly or at the perfect
time: Learn from the information they share.

3. Resolve conflicts collaboratively.

Employing a collaborative or integrative style of resolution can help everyone on the team
feel that they are a part of the solution and create an environment where everyone knows
they will get a fair shake.

• When conflict arises, encourage people to focus on their own needs and the needs of
others while directly addressing the issue.
• Team members should both seek out and share information in order to gain a
full understanding of the problem 36 and incorporate all perspectives to find a
satisfactory solution. 37
• Check out Catalyst tools:
• Flip the Script: Respond With Heart, Not Harm, in Tough Conversations
• Flip the Script: Create Connections, Not Conflict, in Tough Conversations
• Conversation Ground Rules
• Engaging in Conversations About Gender, Race, and Ethnicity in the Workplace

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 12

Action Plan
Now is the time to put what you’ve learned into action.

1. Think about the people on your team, note at least one action that you will take to help them feel more included at work,
and select which hallmark your action links to.

WHO? ACTION HALLMARK

Team member(s) What will you do differently? Which element of inclusion
Be specific. Focus on what you will am I seeking to enhance?
do rather than what you won’t do. Select one.

Example
Jerome and Vanilza At our next group planning meeting, Valued
Team member(s) I will make sure both Jerome and
Vanilza are able to share input,
and I will make sure they feel heard.

Valued Psychological
Trusted Safety: Latitude

Authentic Psychological
Safety: Risk-taking

Valued Psychological
Trusted Safety: Latitude

Authentic Psychological
Safety: Risk-taking

Valued Psychological
Trusted Safety: Latitude

Authentic Psychological
Safety: Risk-taking

Valued Psychological
Trusted Safety: Latitude

Authentic Psychological
Safety: Risk-taking

Valued Psychological
Trusted Safety: Latitude

Authentic Psychological
Safety: Risk-taking

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 13

2. Continue learning with Catalyst resources:

Reports

• Getting Real About Inclusive Leadership: Why Change Starts With You
• Three Inclusive Team Norms That Drive Success
• The Trust Gap: The Impact on Employees in Europe

Catalyst Supporter-Exclusive Tools

• Flip the Script: Leading Inward

• Flip the Script: Leading Outward
• Knowledge Burst: Running More Inclusive Meetings
• Knowledge Burst: Overcoming Conversation Roadblocks
• Knowledge Burst: Connecting Across Differences

3. Share your new knowledge with other team leaders:

• Forward the link to this tool to other managers in your organization.

• Set up a call with one or two trusted peers to discuss your learnings directly with them.

How to cite: Travis, D. J., Shaffer, E., & Ohm, J. (2022). 5 strategies to promote inclusion: A manager’s playbook. Catalyst.

WE THANK OUR LEAD FOR EQUITY AND INCLUSION DONORS FOR

THEIR GENEROUS SUPPORT OF OUR WORK IN THIS AREA.

Lead Donor

Major Donors

Partner Donors Supporter Donors

The Coca-Cola Company Edward Jones
Dell Technologies Pitney Bowes Inc.
KeyBank
Kimberly-Clark Corporation
KKR
KPMG LLP
Raytheon Technologies

5 STRATEGIES TO PROMOTE INCLUSION: A MANAGER’S PLAYBOOK | 14

Endnotes
1. Nugent, J. S., Pollack, A., & Travis, D. J. (2016). The day-
to-day experiences of workplace inclusion and exclusion.
Catalyst.
2. Prior Catalyst research found that “employees felt included
when, simultaneously, they perceived they were both
similar to and distinct from their coworkers...Perceiving
similarities with coworkers engendered a feeling of
belongingness while perceiving differences led to
feelings of uniqueness; together, across countries, these
perceptions were strong predictors of inclusion.” Prime, J.
& Salib, E. R. (2014). Inclusive leadership: The view from six
countries. Catalyst.
3. Nishii, L. H. (2013). The benefits of climate for inclusion for
gender-diverse groups. Academy of Management Journal,
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for future research. Journal of Management, 37(4), 1262-
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4. Data were collected from 2,164 employees from 15 global
companies in mostly eight countries, including Canada,
United States, United Kingdom, India, Argentina, Brazil,
Ireland, and Australia. Demographic information about the
study sample and our methodology can be found in the
report, Travis, D. J., Shaffer, E., & Thorpe-Moscon, J. (2019).
Getting real about inclusive leadership: Why change starts
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