things but must use them as opportunities to grow . Finally , humility will enable them to be comfortable , asking difficult questions to address their areas of ignorance .
Inclusive leaders must develop genuine curiosity about others , especially those leaders who do not have diverse backgrounds . Doing so allows them to better understand how their decisions will affect all people and therefore practice more inclusive decision-making . It would also significantly enhance personal relationships and actively encourage a safe and supportive space . A fine example is how my mentor and former GLMS President , Dr . Wayne Tuckson , asked about my life in Zimbabwe . Because he expressed interest and actively listened , I felt comfortable inviting him to my home for a traditional meal . Dr . Tuckson learned more about where I come from , my experiences and what drives me and hopefully applies that knowledge when he interacts with or makes decisions affecting individuals with a similar upbringing to mine .
Next , inclusive leaders must develop self-awareness , which is a continual process . Firstly , self-awareness would allow leaders to recognize areas of bias . If a leader is unaware of the biases that affect their decision-making , these decisions may lead to practices that are detrimental to others ’ well-being . Secondly , a self-aware leader would also be able to recognize their privilege . Whether it ’ s white privilege , male privilege , wealth privilege or any other privilege , realizing it can allow the privilege to be used to empower others . For example , if a Black woman were to speak up at an important meeting and it appears as though her input is not being valued because of whom it ’ s coming from , an inclusive leader who is say a man or white person should use their position to speak up for her . Acts of support and empowerment , such as this example , would promote better decision-making due to the valuable input provided by the diverse members of the team .
For inclusive leaders to thrive , organizations must move from practicing diversity to practicing diversity and inclusion . This means organizations must create an inclusive culture where diverse leaders are not only invited but are also welcomed . Creating such spaces allows these leaders to feel comfortable being their authentic selves , and thus maximize their personal life experiences on the decision-making processes . An inclusive culture also requires treating diversity and inclusion as critical to their organization ’ s success . This means inclusive efforts must be more than a shortterm initiative devised mainly for the appearance of doing good . Short term “ band-aid ” efforts hurt the morale of the diverse leaders seeking to make a change , and hurt the workers affected by the decisions being made .
DIVERSITY & INCLUSION to be dominated by wealthy men . Instead , the board should also include minorities , women and others whose perspectives reflect those of the served population . Organizations must also provide resources that empower individuals to take action . This component is vital because systemic inequalities have affected the trajectory and potential of marginalized peoples . Providing resources that were previously unavailable would enable these individuals and their families to reach new heights .
Finally , organizations must have accountability that comes from the top . The support for diversity and inclusion must be led by and continually emphasized by the highest organizational leaders . Those lower in the hierarchy would follow suit when they know there are consequences for inaction or hostility . Accountability can be implemented through strategic measurements such as anonymous surveys , consistent reports and conversations , implementing supportive policies and providing compensation . Providing financial compensation , particularly , is a great way to show accountability , as it recognizes that the work of diverse leaders is valuable and worth investing in .
References :
Center for Disease Control . ( 2020 ). Health Equity Considerations and Racial and Ethnic Minority Groups . Retrieved October 31 , 2020 , from https :// www . cdc . gov / coronavirus / 2019-ncov / community / health-equity / race-ethnicity . html
Scanlon , S . A ., Zupsansky , D . M ., & Sawicki , S . ( 2017 , May 30 ). What Can Companies Do to Create An Inclusive Culture . Retrieved October 31 , 2020 , from https :// huntscanlon . com / can-companies-create-inclusive-culture /
Titus , J . ( 2019 , March 30 ). Why Inclusive Leaders Are Good for Organizations , and How to Become One . Retrieved October 31 , 2020 , from https :// hbr . org / 2019 / 03 / why-inclusive-leaders-are-good-for-organizations-and-how-tobecome-one
Tino Mkorombindo is a fourth-year MD / MBA student at the University of Louisville . He is an aspiring orthopedic surgeon and currently works as a clinical research assistant at the Norton Leatherman Spine Center while taking his MBA courses . Mr . Mkorombindo is also the Founder and President of nonprofit organization Greater Influence , that aims to increase representation in health care careers .
Next , organizations must not only look for demographic diversity but also diversity in thought . For example , an inclusive culture would not allow a hospital board serving a marginalized population
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