Inclusion isn’t just about having all the ingredients on the table; it’s about skilfully blending them to create a harmonious and impactful flavour that stimulates innovation and collaboration. 

As a seasoned mediator and board member, I've observed countless boardroom meetings. One thing has become abundantly clear: while many organizations celebrate their diversity efforts, true inclusion remains elusive. The journey towards genuine inclusivity is complex and often misunderstood, much like the challenges we face in conflict management.
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The Inclusion Illusion: Beyond Diversity Metrics

Recent pushes for organizational diversity are often touted as successes. Boards proudly declare themselves "inclusive" when they manage to assemble a diverse group of directors. But here's the hard truth: diversity doesn't automatically translate to inclusion.

Many industries still struggle with genuine inclusion, often mistaking anti-discrimination compliance for true inclusivity. While important, simply creating an environment free from overt discrimination doesn't foster the personal growth and development essential for an effective board.

The architects of early anti-discrimination legislation in the late 1960s and 1970s likely envisioned a world where outlawing discriminatory practices would naturally lead to inclusivity. However, much like in conflict resolution, eliminating negative behaviours doesn't automatically create a positive environment.

True inclusion, like effective conflict management, requires active engagement and a deeper understanding of interpersonal dynamics. And in reality, the feeling of being genuinely included is vastly different from simply not experiencing discrimination.



 
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Beyond Physical Presence: The Essence of Inclusive Governance

In corporate governance, inclusion is frequently misinterpreted as mere physical presence. We speak of directors being "excluded" when they're absent from the overall make up of a board. This oversimplification equates inclusion with attendance, that grossly underestimates what real inclusive governance means.

An inclusive board is not academic. It’s about wearing the tee-shirt. You cannot lead inclusion with just the mind. You have to lead an inclusive board with the will and the heart. That is an inclusive board. There are a number of traits of an inclusive board.

The Emotional Core of Inclusion

Inclusion is fundamentally an emotional experience, particularly relevant in the boardroom setting. Directors might speak of "feeling included in decision-making processes" or note that despite serving on a board for a considerable time, they still don't feel truly included. This emotional aspect often supersedes tangible factors like compensation or participation in board activities.

There are four key elements contribute to a sense of inclusion:

1. Feeling respected
2. Feeling trusted
3. Feeling safe
4. Feeling valued

The emotion core of all an inclusive board has a Chair that :

1. Is able to authentically declare why inclusion is so important to them and how it links to the organisation.
2. Will be that person who is deeply conscious of their personal bias and is able to identify blind spots in the organisation.
 
Culturally sensitive

Genuine boardroom inclusion goes far beyond having diverse faces around the table. As an inclusive board Chair, you will be someone that is culturally intelligent. This will have a number of characteristics.

1. Understanding
2. valuing,
3. respecting differing viewpoints influenced by cultural backgrounds.

The Impact on Conflict Resolution and Board Dynamics

The presence or absence of inclusion has tangible consequences for board dynamics and conflict resolution. In an inclusive board environment, if a director experiences negative treatment or even discrimination, they're more likely to address the issue directly with the individual involved or the board Chair.
Conversely, in a non-inclusive environment where directors don't feel respected, trusted, safe, or valued, similar incidents are more likely to escalate into formal complaints or grievances, potentially disrupting board cohesion and effectiveness.









Moving Forward: Cultivating True Inclusion

So in corporate governance how do you as Chair progress with the concept of inclusion? It’s crucial to recognise when directors might speak of “feeling included in the decision-making process” or note that despite serving on a board for a considerable time, they still don't feel truly included.

1. Start by getting regular feedback from your board and implement periodic evaluations. Ask real questions. What are the things that I do that unintentionally exclude? What are my own blind spots? It’s important for you to really make time and effort on that, because an inclusive Chair is humble, and willing to take feedback to learn.

2. Psychological Safety-Build a foundation of trust where members can be vulnerable and authentic. Create an environment where honest opinions are welcomed without fear of judgment and promote respectful communication.

3. Power Imbalances-Recognize and address power disparities stemming from expertise, seniority, personal influence, extroverts and introverts during discussions. Be prepared to invite and redirect conversations to ensure all voices are heard. Provide equal resources and support to all board members

4. Adapt communication styles - To accommodate different cultural norms. For example, if a board member is speaking in a meeting with a second language for example, there will be some seconds to slow to respond to any question. It’s not because the member does not want to respond to the question, they are simply trying to formulate their words. As an inclusive chair, you would immediately allow the member to share the stage with their perspective.

5. Check ins-Before opening the meeting agenda, carry out regular checks ins and ask how everyone is doing, so any tension is put aside. This ensures conflict impediments are less and all Directors, regardless of background, have equal opportunities to:

• Contribute meaningfully to discussions
• Influence decision-making processes
• Shape the organizational strategy

6. Important cultural or religious holidays- Consider when scheduling meetings and events

7. Open discussions about cultural differences and how they impact communication and decision-making

8. Continuous education: Provide ongoing education opportunities on topics related to diversity, equity, and inclusion in governance.

9. Mentorship programmes: Establish mentorship opportunities for new or less experienced board members to help them navigate board dynamics.

10. Rotate leadership roles: Consider rotating committee leadership positions to give all Directors opportunities to lead and showcase their skills.

Simply put when board members see you as Chair cultivating and implementing the above steps they start to emulate them. There is a light that is released when you start to do that with your members at the meeting. So, the question is about the mind, the heart and the will to be practising inclusion today.

Remember, true inclusion goes beyond diversity metrics. It's about creating a space where every voice is heard, respected, feel valued, empowered to contribute and make a meaningful impact on the organization's future. This approach not only enhances individual director performance but also improves the board's collective ability to navigate challenges, resolve conflicts, drive organizational success and fundamentally create a truly inclusive boardroom. 

Balancing the flavours of your board starts with recognising each ingredient's unique strength, ensuring that every voice  contributes to a richer, more effective governance experience.

If you found this article helpful, share with your friends and colleagues. I'd love to hear from you about what you are trying to do to make your board an inclusive board.




 
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