How do communications professionals build an inclusive culture?
This National Inclusion Week, the CIPR’s President-elect advises how to create safe spaces, fight misinformation and make inclusivity a part of everyday conversations – not just seven days a year
There is a growing need for inclusive workplaces, especially as job seekers see inclusion as a significant factor when looking for new opportunities. According to research, 66% of UK workers say that the acceptance and inclusion of employees from all backgrounds are important to them when searching for jobs.
This percentage increases especially among younger workers, with 78% of 18 – 24-year-olds saying it’s important to them when job hunting, compared to 60% of respondents aged over 55.
As communication professionals, it’s not just essential but also integral to our roles to understand how we can contribute to building inclusive cultures, whether client-focused or in-house.
In the wake of recent events, including the UK race riots that shook our communities a few months ago, the conversation around inclusion has never been more urgent. As professional communicators, we play a vital role in this conversation. Our job is not just to share information; we help shape stories that either bring people together or push them apart.
Misinformation and disinformation thrive in times of uncertainty, often aggravating tensions and misunderstandings. By building inclusive cultures, we can ensure that everyone feels heard and valued.
It's about more than just diversity; it's about creating spaces where everyone feels safe and valued.
Below are some practical ways to fight misinformation and make inclusivity a part of everyday conversations, not only seven days a year!
Culture is key
Use your unique position to consider an organisation’s culture. If a company culture is weak, it will determine the organisation’s success, regardless of how effective its strategy is. Nurturing and supporting the people delivering your corporate strategy’s objectives is key, otherwise, it’s unlikely that organisational goals will be met. Edgar Schein’s organisational model of culture is a good starting point.
Use storytelling to bring values to life
Basic assumptions are the unconscious drivers behind actions and decisions within an organisation. They are rarely discussed, difficult to find, and often taken for granted. We miss patterns of behaviour because the ‘that’s just the way we do things here’ mindset often overrules any question about change. This basic assumption is the single biggest destroyer of cultivating inclusive cultures.
Here are some points to observe…
- What’s happening around you?
- Are colleagues speaking up in meetings or sharing ideas?
- What do people care about?
- How do people respond when speaking with senior leaders?
- What behaviours do people ignore, and which are rewarded?
- How accessible are tools and resources? Are certain groups missing out because they don’t have access?
- How do people react in a crisis?
Creating safe spaces
For employees to thrive, they must feel they can speak up without fear of being punished or humiliated. This is where we can step in as communicators. We can create opportunities for conversations where colleagues are free to express themselves. Perhaps, at the start of team meetings, for example, individuals can share any challenges they currently have.
Also, consider if and how employees are thanked for their feedback and contributions, if at all. Safe spaces give employees psychological safety, which in turn can lead to innovation and a growth mindset.
Shifting from postbox to strategic advisor
Many of us grapple with moving from tactical to strategic decision-making, which is usually the domain of leaders and HR, on people and culture. But we’d argue that communications can also contribute significantly.
If an organisation strives for an inclusive culture, communicators should be invited to the discussion, especially as we can offer an umbrella view of the organisation and appropriate guidance and advice on the best communication method.
Consider these questions to start with:
- How often do you review your communications channels to ensure they are fit for purpose and inclusive?
- How often do you debrief leaders or clients on how to communicate and the right channels to use?
- How much influence do you have as a communicator?
- Are your communications capturing hearts and minds?
- What does success look like?
Key takeaways
1. Effective communication is crucial for building an inclusive culture. As communicators, we must ensure that all voices are heard.
2. Communication professionals can start by modelling inclusive behaviours, being curious, encouraging open dialogue, and promoting diversity, equity, and inclusion.
3. If the organisation is serious about being inclusive, communicators should be able to contribute to strategic decision-making on topics of people and culture.
Internal communications and inclusion expert Advita Patel is the CIPR’s President-elect, having previously served on the Institute’s board and chaired the CIPR Inside Group. She is the co-founder of CommsRebel, a Manchester-based communications consultancy, and A Leader Like Me, a global consultancy supporting organisations to be more inclusive.