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Ladies and gentlemen, we are delighted to have you back for another installment of The Leader Show with Lou Carter. Our guest today is Dr. Helen Fagan, a scholar, and practitioner in the field of Inclusion and Diversity.
She is also the founder of the Global Leadership Group and a faculty member of Inclusive Leadership at the University of Nebraska Lincoln, holding a Ph.D. in the subject. Additionally, Helen is the author of a book called ‘Becoming Inclusive,’ which unveils the systemic challenges arising from organizational bias and prejudice.
The discussion mainly revolves around the importance of inclusion as a strategy to enable more people to participate, contribute, be heard, and be understood in the business. So, without further ado, let’s jump right in.
Firstly, Lou and Helen delve into the topic of inclusive leadership. Three main discussion points are outlined: the attributes of an inclusive leader, the impact of being inclusive, and the journey toward becoming inclusive.
Dr. Fagan shares findings from her research about the characteristics of inclusive leaders. According to her, these leaders are known to be open to diversity and inclusion, display high levels of empathy, and are often change-makers, unafraid to challenge the status quo. They are also marked by their courage, humility, and authenticity, with a genuine commitment to continuous learning.
The term “Becoming Inclusive,” which is also the title of Dr. Fagan’s book, reflects the idea that inclusivity is a journey rather than a destination. These leaders harness the power of diversity to foster innovation and problem-solving within their teams, an approach that thrives on their ability to navigate differences effectively.
A crucial characteristic of inclusive leaders, according to Dr. Fagan, is authenticity. These leaders don’t adopt diversity and inclusion as buzzwords or career boosters; instead, they have a genuine desire to learn about and connect with people. They are described as “connoisseurs of human behavior” for their ability to study and understand humans, which makes them compelling and attractive to others.
Next, the speakers discuss the risks that inclusive leaders face and how they navigate these challenges, particularly in office politics.
Dr. Fagan highlights that inclusive leaders are willing to put themselves at risk by admitting they don’t know everything and inviting input from others. This willingness to expose themselves to potential criticism is a part of their “higher order construct,” indicating that they value the conversation around inclusivity enough to put themselves on the line.
The conversation then shifts to the concept of risk and the importance of standing up for diversity, even when it might be uncomfortable or against the majority. Helen underscores that diversity encompasses more than just race and ethnicity – it includes diversity of thought, political leanings, socioeconomic backgrounds, etc.
She introduces a holistic model of diversity that includes an inner circle of differences (personality), a second layer (race, ethnicity, gender, sexual orientation, and abilities), a third layer (political, religious, social, economic, geographic, and background differences), and a fourth layer (organizational dimension of diversity).
Helen emphasizes that all humans are part of the diversity dialogue, and leaders need to foster a space where disagreements can exist without jeopardizing intelligent conversation.
Moving on, Helen and Lou talk about the impact of inclusivity in an organization. The former mentions that her research suggests inclusive leaders foster productivity, psychological safety, and a positive team dynamic that attracts others. Such leadership promotes outcomes ranging from financial gains and improved retention to creative problem-solving. The inclusive environment also leads team members to feel valued, heard, and comfortable expressing dissenting opinions.
Lou notes the importance of inclusivity for fostering productive relationships, preventing legal disputes, and avoiding other potential issues. He highlights that creating an emotionally intelligent and inclusive environment is a crucial foundation for collaborative relationships.
Dr. Fagan adds that inclusive leaders intentionally bring diverse individuals into their teams, despite the human brain’s natural tendency toward similarity. They appreciate and utilize these differences to promote innovation and increase productivity.
As an example, Lou brings up a conversation he had with Bernie Marcus, founder and CEO of Home Depot. Marcus attributed the company’s success not to his own genius but to his inclusion of diverse perspectives within his board, advisory board, and employees.
The value of diverse perspectives and disagreement in decision-making, especially at higher levels in an organization, is also discussed. Dr. Helen suggests that as leaders climb the ranks, it becomes increasingly difficult for them to hear the truth from their subordinates due to fear of potential consequences. Therefore, inclusive leaders who encourage their employees to speak out and challenge them are extremely valuable.
Lou adds that such leadership not only benefits decision-making but also has practical implications for understanding the market and expansion.
Dr. Fagan goes further, arguing that inclusive leaders, who she describes as “connoisseurs of human behavior,” prioritize the needs and aspirations of their employees. They support their followers in achieving their dreams and view this as a mutualistic relationship.
The employee contributes their time, talent, and energy to the company’s success, while the company provides them with opportunities to pursue their individual goals. Inclusion, therefore, becomes a central component of a positive and productive workplace culture.
Moving on, Dr. Helen discusses her personal journey, starting as a child growing up in Iran to a diversity and cultural competence leader at a large health system. She mentions the struggles and hardships she faced, moving to England, learning English, then moving to the United States alone at the age of 15, and how these experiences shaped her perspective on leadership. She admits that her path to becoming an inclusive leader hasn’t been easy, emphasizing that she is continuously learning.
Lou also shares his experiences with religious prejudice and how he chose to respond with love. He also shares the story of a mutual friend, David Noor, an immigrant from Iran who became a successful entrepreneur in Atlanta, despite starting out with only a few dollars. These stories underline the potential of inclusivity and diversity to create compelling narratives of success and resilience, adding further evidence to the importance of inclusive leadership in fostering a supportive and prosperous work environment.
After that, Helen and Lou delve into the process of deconstructing biases and assumptions. They talk about how, in order to become more inclusive, one must confront and question their own biases. Fagan poses a powerful question to her students and leaders: “Who do you not want your child to bring home as their future spouse?” This question is designed to help them identify their unconscious biases and consider how these biases may influence their decision-making, especially in a leadership role.
Fagan also describes a class project she assigns, which involves students selecting a population they have biases toward, learning about that population, and then volunteering to serve them. This project is intended to help students confront their biases and learn to see people from different perspectives, ultimately becoming more inclusive in their thinking.
Finally, the speakers focus on the deeper meaning of love and how it’s connected to the process of unlearning biases and cultivating inclusivity. Love is often defined as a fluffy concept but is actually all about respect, care, and appreciation. It’s about taking active steps to rewire oneself.
Fagan brings up the concept of sacrifice in relation to diversity, equity, and inclusion (DEI). She asks herself daily how she has made sacrifices for DEI – whether she has elevated someone who doesn’t look like her or provided opportunities for those who don’t think like her.
Lou appreciates this perspective and highlights how just one person implementing this mindset can lead to a ripple effect of change. They agree that if everyone aims to provide opportunities for those unlike themselves, society will make significant strides toward becoming more inclusive.
Thank you for listening!
