by Christina Ryan, CEO, Disability Leadership Institute
Inclusion: massive buzzword, but what does it really mean and how do we get it?
Its popular for organisations to claim that they are being inclusive, yet retention rates remain low for disabled people in most organisations, with very few moving into positions of leadership or responsibility.
A key factor in understanding inclusion is that it lies in the eye of the beholder. Many organisations have good intentions on inclusion, yet their staff members from minority groups don’t feel comfortable and leave within a short period. For other organisations inclusion is a reality, so long as everyone fits in and conforms to company culture.
Its very easy to say you are being inclusive, its another matter to be viewed as being so by those who are the target for being included. Most people mean well, but they forget their unconscious behaviours. Very few people are comfortable with stepping back to allow a person from a minority group (like a disabled person) to take an opportunity over themselves. Even fewer seem comfortable with a disabled person being their supervisor.
There are those who consider inclusion to be not “seeing” a person’s difference. This isn’t inclusion, its assimilation. Many members of the Disability Leadership Institute share stories where “I couldn’t tell you were deaf, you were almost normal”, or “I didn’t see your wheelchair after a while”. This is denying a person’s disability exists and certainly isn’t inclusion.
Inclusion is about embracing diversity and using it. Not about denying it and expecting everyone to fit in to the dominant culture.
Diversity is about embracing the value, the richness, that diversity brings. This means operating differently, ensuring that everyone contributes equally, and recognizing the skills, expertise and perspective of disability leaders on your team. Disability leaders will operate differently, and you want this, embrace it, value it, use it. It might make you uncomfortable or seem annoying to have to change how you have a conversation, yet this is exactly the outcome you are trying to achieve because it means you are being pushed outside your comfort zone and having your perspective disrupted.
There isn’t much point in appointing disability leaders to your team if they aren’t valued for their contribution. This seems like an unnecessary thing to say, yet the Disability Leadership Institute has heard many stories about disabled staff who are never sent the documents in a format they can read and work on, or aren’t given time to hear what is happening via their interpreter, and even highly experienced executives who are never given the opportunity to speak and share their views. They are, quite literally, token appointments.
Inclusion is real when people feel included. They are valued and used as equal members of the team. It’s easy to identify inclusion; your staff turnover reduces as you achieve high retention of people from minority groups. The only people who can judge if your organisation is inclusive are those who are being included. They’ll let you know, and your staff retention rates will prove it.
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