What matters for a culture of inclusion?

What matters for a culture of inclusion?

I really enjoyed article by Frances Frei & Anne Morriss from their book “Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems.”

💡 The focus is on inclusion and how it can fix “the common information” problem. => “Inclusion gives us access to everyone’s unique information, not just the information we happen to share.”

They argue that a culture of inclusion has 4 levels, as shown here:

1️⃣ Safe. “People feel physically, emotionally and psychologically safe in the workplace, regardless of who they are.”

2️⃣ Welcome. “People feel welcome in the workplace throughout the entire HR life cycle, regardless of who they are; they can bring an authentic version of themselves to shared workspaces without penalty.”

3️⃣ Celebrated. “People feel celebrated in the workplace because of who they are; they are rewarded for contributing their unique information, ideas, and perspectives to advance the organization’s goals.”

4️⃣ Championed. “A culture of inclusion permeates the organization; inclusion is seen as an ethical and competitive imperative, and there is minimal variability in the experience of belonging across individuals, teams, and functions.”

👉 Here’s the link: https://buff.ly/3NvSMm4

hashtag#Leadership hashtag#Trust hashtag#Inclusion hashtag#Diversity hashtag#DEI hashtag#PsychologicalSafety hashtag#EmployeeExperience hashtag#EX hashtag#HR hashtag#EmployeeEngagement hashtag#BelongingActivate to view larger image,

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What really matters for trust?

Joseph Folkman in his book “The Trifecta of Trust” came up with these three pillars after looking at masses of leadership feedback data. The point of a trifecta is that these pillars have an order to them.

1. The first pillar is Expertise:

=> “This is the extent to which you are well informed and knowledgeable. It includes your understanding of the technical aspects of the work, as well as your depth of experience.”

=> Expertise is demonstrated by good judgement in making decisions.

2. Once you have achieved a level of expertise, you must demonstrate Consistency:

=> This means walking the talk and doing what you say you will do

=> You are a good role model for others

=> You keep your promises.

3. The final pillar is Fostering Positive Relationships:

=> You stay in touch with the issues and concerns of others (empathy)

=> You balance results with concern for others

=> Your relationships generate cooperation

=> You give “honest feedback in a helpful way”

=> You build an inclusive climate.

I also like his discussion of the “humble expert”, the link between trust and engagement, and trust and confidence:

=> “Confidence can magnify trust, but only when a person’s confidence matches up with their competence. Assuming you are much more effective than you really are causes others to lose trust in you.”

That rings very true!

Reference: Folkman, Joseph R.. The Trifecta of Trust: The Proven Formula for Building and Restoring Trust. United States: River Grove Books, 2022.

#Leadership #Trust #PsychologicalSafety #EmployeeEngagement #FutureOfWork #EmployeeExperience #HR #Inclusion #BehavioralScience #BestThingsAlwaysComeInThrees

Employee Voice and Silence

Employee voice & silence have become topics of serious interest during a period of disruption and upheaval, with the rise of social media, and as leaders realise the importance of psychological safety and the need for open innovation.

– How do individual characteristics, job-related attitudes and emotions, leadership styles and behaviors, and relational and contextual factors all affect someone’s willingness to speak up and express their opinion or make a suggestion?

In this great review, Elizabeth Morrison looks at the progress that has been made in understanding the antecedents and consequences of voice & silence since publishing her first (field-shaping) review in 2014:


– One area where there has been a lot of work is studies showing how team-level voice improves innovation and unit performance.

#Leadership #EmployeeVoice #Trust #EmployeeExperience #PeopleAnalytics

EX Newsletter May 2021


Here is my second EX Newsletter, containing a selection of the best EX articles of the last couple of months. The goal is that I act as a filter, so you don’t have to spend your time scrolling through LinkedIn and Twitter.

Employee experience continues to be a hot topic as organisations prepare for “what comes next”. What’s clear is that the pandemic has accelerated trends that were already apparent, such as work flexibility, building more fluid organisations, and supporting future talent.

I hope you find these articles interesting and useful. Let me know!


10 Stage Guide To Planning Your Return

Sensible advice from Bruce Daisley on how to make hybrid working work. I think this is the best article I’ve seen on this and there have been lots (and many more to come I expect).

The Four Fs of Employee Experience

Some useful guiding principles for applying a design thinking lens on EX by focusing on Form, Flow, Feeling, and Function.

Five Crucial Lessons To Build Inclusive Workplaces For Women To Thrive

This is a terrific short article by Seema Padman on designing for and personalising inclusion. “Organisations must invest in designing systems, initiatives, cultures, technologies, policies, and workplaces that are based on behavioural insights that can result in inclusive outcomes.”

How Organizations Can Design For Agility And Embrace Uncertainty

A case study of one of our clients, Clarins. They have been able to adapt through the pandemic by assembling squads (small, cross-functional, cross-hierarchical teams) to tackle big issues and to ask questions like, “What If?”

Employee Experience: Why Less Is More When It Comes To HR Policy

This is an interesting article by Gethin Nadin on the topic of HR policies – truly! It makes the point that in high-trust organisations, less can often be more.

Tags: #EmployeeExperience #DesignThinking #Agility