I always knew I wanted to be an inclusive leader. Inclusive leaders made me feel like I had the most to contribute and inspired me to be the best that I could be; so I internalized the idea that inclusivity was the way to go. Over the years, I’ve also read study after study indicating that organizations and teams that prioritize inclusion attract better talent, make better decisions, and perform better than those that don’t. So, aspiring to the inclusive model made good business sense to me as well. It was also the only leadership style that felt authentic to me. At its heart, inclusivity is simply the idea that everyone counts. But how do you create an atmosphere where everyone feels valued?
I think you have to start by fostering a culture of openness. I try to create an open culture by being approachable, listening deeply to what others have to say, and inviting them to participate in the decision-making process every chance I get. I ask my management teams what’s working for them and what’s stymying their ability to do their jobs. I hold regular town hall meetings for our employees across the country. I visit our stations and talk to our couriers. I walk the sort belt and talk to our workers. I go to the cafeteria and ask people what’s on their minds. I get out from behind my desk. I burn shoe leather.
But I don’t just listen. I follow through. I do it because I want people to know I take them seriously; that they matter. And because I see myself as a servant leader, which means I believe my job is to serve the people I lead. I always tell those who share their ideas with me that they’re helping me create my to-do list. Which is true. I keep a list of their great ideas and implement as many as I can. If you simply pay lip service to the idea of inclusivity then go on your merry way, you won’t foster a culture of openness—you’ll foster a culture of cynicism.
I also think inclusively when I hire. I don’t hire clones of me. I want diversity, not a mirror image. Because I know that talent can come in every shape and size, gender and skin tone, I just try to surround myself with the smartest people I can find. To find them, I look beyond their résumés and business skills for qualities like creativity, empathy, and unconventional thinking.
Jay Chiat, who was one of the most celebrated American advertising creative directors of his era, understood the value of inclusivity, although he might not have used that word. He was one of the first in his industry to regularly hire women and minorities for creative positions. He didn’t do it simply because it was a progressive thing to do; he did it because he knew his agency would only be as good as the talent he hired, and he had the foresight to look for it places where others hadn’t bothered to look.
Being an inclusive leader takes time and energy—there’s no doubt about that. But I’ve never regretted the investment. I reap the returns on a personal and business level every day.