Creating Inclusive Leadership Environments

Words have Power! And they become even more powerful when they come from a leader. As a leader, what kind of language are you using? Are your words creating an environment of psychological safety, giving your team the confidence that you’re with them, even when mistakes happen? Can they speak openly with you without any fear? The language a leader uses can either build or break that trust. When you choose words that encourage, support, and empower, you’re laying the foundation for a culture where everyone can thrive. Here are some phrases leaders can use to create psychological safety: 🔹"It's okay to make mistakes; that's how we learn." 🔹"What do you think? Your perspective is important." 🔹"I’m here to support you. Let’s figure this out together." 🔹"I value your input, even if it differs from mine." 🔹"How can I help you achieve your goals?" 🔹"Let's use this as a learning opportunity for all of us." 🔹"I appreciate your honesty and the courage to speak up." The words you choose matter. Speak with intention and empathy. What kind of leader are you? #Leadership #PsychologicalSafety #TeamCulture #Empowerment #InclusiveLeadership #CommunicationMatters #TrustBuilding #GrowthMindset

We’re doing to executives What inaccessible products do to users. I saw it happen in a design review. A designer said: “We need to improve accessibility to meet WCAG 2.2 AA.” I asked: “What exactly isn’t accessible?” They couldn’t point out the issue Leadership was in the room. No one asked a follow-up question. And I realized that we talk about accessibility In a way that decision-makers can’t understand. Think about it: - Inaccessible products confuse users - Inaccessible presentations confuse leadership Same problem. Different audience. So what happens? Decisions start sounding like: “I don’t fully get this… but it sounds important.” Or worse: “I don’t get this… so maybe we don’t prioritize it.” That’s how accessibility gets deprioritized Without anyone explicitly saying it. Here’s what accessible communication actually looks like: Instead of: “We need WCAG compliance.” Say: “Our checkout has 4 barriers preventing users from completing purchases. We estimate this is costing ~$47K/month in lost revenue.” One is compliance language. The other is a business problem. If you want accessibility to matter: - Define the problem clearly - Show who is affected - Quantify the impact - Estimate effort simply - Invite questions openly If leadership asks: “What’s a screen reader?” Good. That means they’re engaged. We say accessibility is about removing barriers. Then we create new ones in how we explain it. Stop presenting accessibility like a checklist. Start presenting it like a business problem no one can ignore. 👇🏽 What's your take on communicating accessibility to leadership? ♻️ Share and save this for your team. --- ✉️ Subscribe to my newsletter for accessibility and design insights here: https://lnkd.in/gZpAzWSu --- Accessibility note: The post has the same content as the attached image, titled "Leadership stops listening at WCAG." How to make accessibility decisions easy."

“Why are you so quiet in meetings?” “I’m not quiet. I’m processing.” “Can you just jump in more?” “I need a bit of thinking time.” “Silence feels awkward.” “For you” Sound familiar? In many workplaces, we reward speed. Fast answers. Quick reactions. Thinking out loud. But not all brains work that way. For many neurodivergent professionals: • Processing happens internally before speaking • Interruptions derail working memory • Large group meetings drain cognitive energy • Social performance ≠ capability And when silence is misread as disengagement? People start masking. Over-talking. Over-explaining. Over-compensating. And eventually… burning out. Inclusive leadership isn’t about making people louder. It’s about making space. Practical shifts that change everything: ✔ Send questions in advance ✔ Normalise “I’d like to think about that” ✔ Build in written contributions ✔ Don’t equate confidence with competence ✔ Rotate how input is gathered Belonging isn’t about fitting in. It’s about not having to perform to be valued. Leaders – what small shift has made the biggest difference in your team? Neurodivergent professionals, what helps you contribute at your best? #NeurodiversityAtWork #InclusiveLeadership #AutismAtWork #ADHDAtWork #BelongingNotFittingIn #LeadershipDevelopment

Great leadership isn’t about ensuring alignment all the time. Here is why: I recently worked with a leadership team in a global company that, at first glance, seemed to be thriving. Meetings were quick, decisions were made efficiently, and everyone was on the same page. They believed this harmony meant they were operating at peak performance. But beneath the surface, something critical was missing: 🚫 innovation. Their constant agreement was stifling progress. Without diverse ideas, challenges, or healthy debate, the team was simply recycling the same thinking, overlooking new opportunities and struggling with complex problems. It was a classic case of ‘groupthink’—where everyone falls into agreement to avoid conflict or discomfort.  👇 Here’s what I did with the team: - Diagnosed the agreement cycle & TPS - Introduced psychological safety practices - Encouraged intellectual humility - Secured mechanism for diverse input integration We started worked on inclusive decision-making practices by ensuring that every voice in the room was heard. We integrated mechanisms like structured brainstorming, anonymous idea submissions, and rotating roles of idea champions to reduce bias and prevent dominant voices from overtaking discussions. 📈 The result? Not only did their decision-making improve, but their solutions became more creative and forward-thinking. Leaders, here're the takeaways: 1️⃣ If your meetings are full of "Yes, I agree," ask yourself what you might be missing. 2️⃣ Diversity of thought is your competitive advantage. 3️⃣ Teams thrive when they feel safe enough to disagree and bold enough to innovate. This is psychological safety. P.S. Do you think your team challenges each other enough? I’d love to hear your thoughts 👇

Neurodiversity 101: Making meetings more neuroinclusive Meetings are meant to bring people together to share ideas, make decisions, and build connection. Yet, for many neurodivergent colleagues and often for others too meetings can be overwhelming, confusing, or simply unproductive. Have you ever been to a meeting and wondered why you were there or what was expected of you? Whether online or in person, more inclusive meetings benefit everyone. They create clarity, structure, and safety for diverse thinkers to contribute meaningfully. Here’s how to make meetings more neuroinclusive: 1. Clarity before you start Share the purpose, agenda, timing, and who’s attending where possible in advance. Make clear if attendance is optional or essential and what preparation, if any, is expected. Sending materials early gives everyone time to process and plan. 2. Structure supports inclusion Outline how questions will be handled and what turn-taking looks like. Minute key actions and share them promptly. End by explaining what happens next. Predictability reduces anxiety and ensures accountability. Be aware of the 'quiet ones' in the room and ensure everyone can participate. 3. Inclusive communication Use clear, plain language avoid “acronym fests.” Pause regularly to check understanding and invite clarification. Remember, silence doesn’t mean disengagement; some people need more time to formulate ideas. Some people may need time after the meeting to come back with their responses too. 4. Online inclusivity Show participants how to use platform features like captions, transcripts, or chat. Encourage written contributions and offer the option to keep cameras off to reduce sensory load/allow movement/ or just not seeing your own face all the time! Provide recordings or transcripts afterwards so people can review at their own pace. 5. Make space for every voice Avoid putting people on the spot. Allow time after the meeting for those who prefer to reflect before responding. Remember: the “quiet ones” may hold the most valuable insights. **Small changes, big impact Microaggressions — such as dismissing someone’s idea or using “humour” that excludes can and do erode trust. Inclusion grows when meetings feel psychologically safe and respectful. Neuroinclusive meetings are not just a “nice to have.” This is a universal design concept in action. They are cost-effective, efficient, and fair improving engagement, retention, and creativity. When everyone can contribute in their own way, we get better decisions and stronger teams. 🟣 Inclusion isn’t about changing people. It’s about changing the conditions so people can thrive. Can you add any other ideas of what works too?

One uncomfortable mistake I see us make in DEI and #leadership work – myself included – is assuming shared intent. We often start conversations about #InclusiveLeadership as if everyone already agrees it's the "right" way to lead, and that exclusionary or coercive behaviours only show up accidentally: out of habit, #UnconsciousBias, or lack of awareness or of time to think twice. A recent Forbes article by Mary Crossan helped me name why that assumption is fragile. The uncomfortable truth is this: some leaders have been rewarded – repeatedly – for behaviours we'd label "dark-side." Control, pressure, fear, silencing dissent. In many contexts, those behaviours work in the short term. They deliver speed, clarity, results. And organisations keep reinforcing them. If we ignore that reality, we risk talking past the very people we're trying to engage. Bright-side leadership (authentic, fair, inclusive, empathetic) isn't self-evidently better to everyone – especially in environments that prize quarterly outcomes, certainty, and dominance. When DEI work starts from the assumption that leaders are already, at least in terms of intent, "on the bright side," it can feel naïve, moralising, or disconnected from their lived experience. This doesn't mean we should legitimise harm. But it does mean we should diagnose before prescribing. A few shifts I'm trying to hold more consciously: 1️⃣ Test for beliefs, not just behaviours. Before advocating inclusion, get curious about what leaders genuinely believe has made them successful so far – and what trade-offs they're already living with. 2️⃣ Name the short-term payoff honestly. If dark-side behaviours deliver speed or control, acknowledge that – and then explore the long-term costs they create (burnout, poor judgment, ethical drift). 3️⃣ Work with context, not against it. Inclusive leadership thrives in high-integrity environments. If the system rewards fear or heroics, individual behaviour change alone will struggle. 4️⃣ Reframe #inclusion as judgement, not niceness. This isn't about being "good", but about sustaining sound decisions when pressure, urgency, and power distort our perception the most. 5️⃣ Slow down the certainty. When leaders are over-rewarded for confidence and decisiveness, inclusion can sound like hesitation. Position it as a way to see more, not decide less. For me, this article was a reminder that DEI work isn't about assuming moral alignment – it's about meeting people where they are, understanding what has shaped them, and then carefully expanding what they believe is possible. Inclusive leadership is far from obvious. It has to be made compelling – in context, in practice, and over time. 💬 And that got me curious: where else have you noticed we at times assume alignment that isn't actually there? 🔗 Link in the comments.

Ever been told “We’ll do accessibility later”? Or worse, ignored entirely? I’ve been there too. A lot. So I created a talk called “How to Convince People to Care and Invest in Accessibility”. I turned it into a full article that you can now read on my blog. This is for anyone who’s tired of being the only one raising their hand about accessibility, especially when it feels like no one’s listening. Whether you’re a designer, dev, PM, or anyone passionate about building inclusive products, this is for you. The article walks through: - An introduction to disabilities around the world, and what accessibility is - How to show the business value of accessibility - Answers you can use, to usual people’s pushbacks - How to get started, even without leadership support - How to build momentum from the ground up 📖 Read it here: https://lnkd.in/gtNqjxSt If you want to bring the talk to your team or event (online or on-site), feel free to reach out. I would love to speak about this again! Let’s bring accessibility into the conversation. Early.

𝗢𝗡 𝗕𝗘𝗜𝗡𝗚 𝗛𝗘𝗔𝗥𝗗 I was once in a meeting where I relayed an idea. I was a VP. There was another male VP in the meeting. And our boss. The meeting went on as if I didn't say anything. Then, the male VP relayed the same idea. And the boss said, "Great idea!" The oversight wasn't necessarily intended. It manifested an unconscious bias that often goes unnoticed in our daily interactions. Recognizing this is the first step toward making meaningful changes. When a woman states an idea, it may be overlooked, but everyone notices when a man repeats it. This is called the “stolen idea.” When a male coworker runs away with a woman’s idea, remind everyone it originated with her by saying something like, “Great idea! I loved it when Katie originally brought it up, and I’m glad you reiterated it.” If someone takes your idea, you can speak up for yourself by saying, “Thanks for picking up on that idea. Here’s my thought. . .” (then add something new). Ways that we can make sure women’s ideas are heard: 1. Invite other women to speak 2. Distribute speaking time equally 3. Ask to hear from women who are being interrupted and spoken over 4. Amplify other women’s ideas by repeating them and giving credit 5. Praise and showcase other women’s work 6. Create systems to distribute “office housework,” such as note-taking, in meetings 7. Share public speaking opportunities with women who have less power or privilege 8. Share pronouns In reflecting on this experience, I'm reminded of the importance of RAW leadership: Being 𝗥𝗘𝗔𝗟 in acknowledging our biases and striving for equity, Being 𝗔𝗖𝗧𝗜𝗩𝗘 in amplifying and crediting ideas regardless of their source, and recognizing the 𝗪𝗢𝗥𝗧𝗛𝗬 impact of ensuring every voice is heard and valued. By adopting these practices, we can dismantle unconscious biases and create a more inclusive environment where everyone feels seen and heard. How do you ensure all voices are heard in your spaces?

Your company culture is not what you promise. It's what happens every day at work. Every time you ignore toxic behaviors, You are saying: This is how we do things here. The real cost is massive. ❌ Your best people are planning to leave. ❌ Your team doesn't trust you anymore. ❌ Bad behaviors become the norm. Great leaders know that: ✅ Top talent stays where they feel respected and valued. ✅ Strong cultures don't accept toxicity. ✅ Healthy teams drive great results. As a leader, it is your role to make sure that, Every team member is held to the same high standards. Here is how to fix bad behaviors: 1. Document everything ↳ Capture specific incidents. ↳ Note the impact on the team and results. 2. Address it directly ↳ "Here's what I've noticed..." ↳ "This is how it affects the team..." 3. Set clear objectives ↳ Define what is acceptable  ↳ Communicate clear boundaries. 4. Control progress ↳ Do weekly checks-in. ↳ Measure real progress. 5. Take decisive action ↳ Know your limits. ↳ End the relationship if best for the team. Don't tolerate a culture your team wants to escape from. Create a culture they want to belong to. How do you handle bad behaviors? Repost to help a leader handle bad behaviors. Follow Fatou Seck Mathon for more.

Something I’m asked a lot is how to engage with senior leaders on disability issues and get their buy in for change. In my current and previous roles, I’ve been privileged that I’ve worked with senior leaders nearly every day. Every single one of them has been committed to disability inclusion, but have looked to me for advice and guidance on making lasting change. Over time, I’ve realised there’s no magic formula - but there are definitely a few things that make those conversations easier and more effective. Here are my top 5. 1. Be specific with lived experience. Sharing lived experience is powerful - it helps people see the human side of an issue and the impact it’s having on people. But the real impact comes when you make it specific. Instead of saying “disabled colleagues are struggling with recruitment”, say “the job site doesn’t work with screen readers” or “there’s nowhere to ask for adjustments”. That’s when it clicks for people - when they can see exactly what needs fixing. 2. Come with ideas, not just challenges. It’s completely fine to highlight what’s not working - that’s part of the job. But it helps if you can also bring something that might move things forward. Even small, practical ideas. You don’t have to have all the answers, but it shows you’re thinking about solutions, not just pointing out the gaps. 3. Be bold, but keep it real. Senior leaders appreciate honesty. Be clear about what you’d like to see happen, but also what’s actually achievable. It’s ok to say “this is where we could get to, but here’s what we need first”. It shows you understand both the ambition and the reality of how things work. It’s also ok to say if something is too big a challenge at that point. If there’s one ‘big’ thing that can really help, talk about it. But - as per point 1 - be specific. 4. Make it concrete and actionable. Don’t leave a meeting with just good vibes and nods of agreement. Try to pin down what’ll actually happen next - who’s doing what, by when. It doesn’t need to be formal, but clarity makes it much more likely things will move forward. That’s what makes a meeting productive. 5. Keep the conversation going regularly. Follow up, share updates, thank people when they do something helpful. Most importantly, agree with your senior leader how often they’d like updates and what the key information is that they’d like communicated (and in what format). It keeps things on their radar and shows you’re serious about making progress. That’s what I’ve found works best. It’s not about perfect presentations or buzzwords - it’s about being clear, specific, and human. In any large organisation I’ve worked with, doing each of these things has really helped me get senior level buy-in and support. I’d love to hear how others do this, or how you (as a senior leader) think this approach works / what’s missing? #DisabilityInclusion #Disability #DisabilityEmployment #Adjustments #DiversityAndInclusion #Content