In emerging research on the value of belonging in the workplace, University of Virginia scholars Natalie May, PhD, and Julie Hazelip, MD, studied behaviors of faculty that engender a sense of inclusion among medical students. Their forthcoming publication reveals the simplest of gestures as the leading expression of belonging: saying a person’s name when speaking to them. And that acknowledgement translates into actual performance improvement. Fostering inclusive environments yields higher test scores among learners, greater self-esteem, improved cognitive function and memory and markedly lower levels of loneliness.
Even more compelling is the data linking exclusion and poorer mental health and academic achievement. In a study on the effects of ostracism at work that appeared in the journal Organization Science, a team of researchers concluded that ostracism—even more than outright harassment—significantly predicted employee turnover.
When we feel like we don’t belong in groups that are important to us, ruminating generates powerful negative feelings like resentment and anger. The consequences of exclusion can be powerfully destructive to teams and organizations. Alternatively, being recognized as a valued part of a social group can build confidence and improve the quality of our work. Much of this connection between inclusion and performance is attributed to the sense of self-efficacy that inclusion nurtures—that is, “the exercise of human agency through people's beliefs in their capabilities to produce desired effects by their actions.”
Explore key research about the healthcare workplace here.
Unfortunately, as we advance in our careers, we spend less time acknowledging others, sharing recognition with peers or allowing for other voices to be heard in meetings. As a result, we erode organizational culture, stymy the potential of teams and individuals, and often exclude underrepresented team members, including women and people of color.
Many organizations that have historically failed to nurture inclusive workplaces are now at a point of reckoning as they struggle with a record exodus of women and people of color from their ranks. Conversely, organizations who invested in intentionally creating a culture of belonging in the workplace well before the calamity of COVID-19 are faring far better. Companies that have an inclusive work climate are more likely to have programs like flextime and remote work, which are especially beneficial for parents, women, people of color and people with a range of physical abilities.
These companies are also more resilient. The purposeful design of an inclusive workplace demands that leaders engage in unvarnished, uncomfortable self-examination. They speak to employees at every level; evaluate their own data around hiring practices, employee burnout, attrition scores and pay disparities; and so on. They also demand information gathering and research into best practices beyond their own walls.
Culture of Inclusion: Starting With the Basics
For those leaders beginning the process of prioritizing inclusion, there’s no shortage of evidence-based practices to aid on the journey of corporate transformation. So, how can you foster an inclusive workplace environment? First, we recommend starting with a few basic behavior changes to establish a foundation of trust and inclusion.
1. Think equity, not equality
Equality means each individual or group of people is given the same resources or opportunities. Equity recognizes that each person has different circumstances and allocates the right resources needed to reach an equal outcome. Like the often-used metaphor, equality gives everyone a size nine shoe; equity makes sure everyone gets the right shoe. Acknowledging a focus on the latter is a good way to begin reframing opportunities and solutions.2. Model kindness
From the language you use to the practice of saying people’s names correctly in conversation and encouraging conversational equity in group discussions, every action shapes culture and sets expectations for the behaviors of others. The interactions in which you’ll soon be engaged as you pursue corporate transformation can be contentious and deeply personal. Modelling thoughtfulness in all your encounters, emails and company communications goes a long way to ground those dialogues in positive intent.3. Be curious
Conversational expert and creator of Knowledge Café, David Gurteen writes that “Curious people are more likely to explore data contradicting their worldview, and are thus less prone to this bias.” That’s because curiosity disrupts the human tendency toward “confirmation bias,” when we seek out or interpret data, arguments or solutions that confirm what we want to believe. Curiosity is essential to welcoming identities and ideas that differ from our own. It is a prerequisite to cultivating a sense of inclusion and respect.4. Consider your partner
At work, we sometimes forget that we’re human. We bring our personal feelings, insecurities, past wounds and fragile egos into the workplace. And as humans, we love to be loved. As you build a culture of inclusion, think about the questions you may ask a partner or friend. How am I showing up for this person? What can I do to show compassion? How will this individual feel when they leave our interaction?We’re hardwired to need a sense of belonging, and organizations would be wise to build it. When the dust of this era settles, it will be the companies that showed a deep sense of caring that will be left standing.
Are you interested in learning more about how to improve workplace culture in healthcare? Sign up for our on-demand webinar: How to Navigate Your Team Dynamics Through Affinity Bias, Culture Building and Positive Conflict Resolution.
Douglas Riddle, PhD, DMin, is a globally recognized thought leader in leadership and coaching. Elizabeth Métraux, is the CEO of Women Writers in Medicine and a postgraduate student of medical anthropology. Riddle and Métraux serve in consultative roles for The Carol Emmott Foundation.