Let’s be honest. Inclusion looks great on a slide. It sounds inspiring on stage. It trends well on social media. But for many organizations, that’s where it stops. At the surface.
We’ve mastered the art of talking about inclusion. The harder part is leading it.
Real inclusion isn’t a buzzword. It’s a choice. And for it to mean anything, leadership has to change.
Inclusion Isn’t a Vibe. It’s a Practice.
You can’t manifest inclusion into existence with good intentions and a DEI workshop. Inclusion lives in the small things. It shows up who gets heard, who gets interrupted, and who gets promoted.
It’s definitely not about printing the word inclusive in your company values. It’s about embedding it into daily leadership behavior. Feedback structures, meeting dynamics, hiring decisions, and psychological safety. These aren’t soft topics. They are foundational tools.
And inclusion cannot thrive on intentions alone. It requires real capability. According to MMA Global’s MOSTT initiative, building the right capabilities to support company strategy is essential. This means training leaders to manage diverse teams, navigate honest conversations, and build systems that create opportunity for everyone.
Stop Hiring for Fit. Start Looking for Contribution.
For many years, cultural fit often becomes a stand-in for familiarity. People who act like us feel easier to work with. But that’s not culture. That’s comfort.
Comfort doesn’t build strong teams. Challenge does. Innovation grows from diversity of thought, background, and experience. It starts with asking better questions. Not “Do they fit in?” but “What strengths and ideas can they bring that we don’t already have?”
At the end, a truly inclusive culture welcomes people who challenge the system, not just blend into it. To support this, organizational structures need to be more flexible. The MOSTT research highlights how traditional hierarchies can block growth and agility. By reshaping how teams are built, how power flows, and how decisions get made, we create space for inclusion to thrive at every level.
Representation Shouldn’t Come with Pressure
When someone from an underrepresented group gets into the room, it’s progress. But that should not come with the burden of being the only one, the perfect one, or the representative of everyone who shares their identity.
Instead, support for them means being seen and heard as a full individual. Not held up as evidence that everything is working. Representation without real support is not empowerment. It, sadly, becomes a show.
Inclusive Leadership Takes Real Work
Being an inclusive leader goes beyond setting strategy or hitting performance targets. It means creating a space where people feel safe to speak up, where honesty is welcomed, and where blind spots are actively addressed.
Admittedly, this isn’t effortless leadership. It requires emotional resilience, self-awareness, and a deep commitment to personal growth. But when done well, it builds the kind of trust that fuels strong teams, long-term loyalty, and a culture where everyone has the chance to thrive.
If It’s Not Felt, It’s Not Real
People can tell when inclusion is genuine. They don’t need proof. They feel it.
They feel it when they are not filtering themselves (out). When they can speak without performing. When someone listens to their opinion and values it. When effort is seen and difference is welcomed.
Ultimately, if you’re still trying to convince people your culture is inclusive, maybe it’s time to shift the focus. Stop proving. Start practicing.
Inclusion is not a marketing message. It is a leadership standard. And the companies that take it seriously won’t just be more diverse. They’ll be more adaptable, more innovative, and more human.
Source: Insights adapted from MMA Global’s Marketing Organization Structure Think Tank (MOSTT), specifically its findings on capability development and the role of agile structures in driving inclusive leadership. Learn more at mmaglobal.com/think-tanks/mostt
