The 5 Questions Every Inclusive Leader Should Ask in 2024

Workplace diversity, equity and inclusion are not just buzzwords but critical business imperatives. Advice given 5 years ago by Jeff Immelt, former CEO of General Electric, has stuck with me and resonates more profoundly than ever: leaders need to engage more directly with their teams and understand the real-world implications of their organisational cultures.

Too many business leaders have become out of touch with how they are perceived by real people.

C-suite executives are obviously occupied with myriad responsibilities, and the persistence of scandals related to sexual misconduct, assault and gender discrimination, as seen in cases like Uber, Fox News, and the Australian Federal Parliament, raises crucial questions. Are leaders genuinely aware of the organisational culture they're nurturing, or are they inadvertently overlooking systemic issues?

The implications for the latter are dire, particularly in my home country of Australia, where employers now have a positive duty to create and sustain respectful workplaces that are free from sexual harassment and discrimination. 

"Culture Eats Strategy for Breakfast"

Peter Drucker famously stated, "Culture eats strategy for breakfast," emphasising the importance of a healthy organisational culture. However, it's not just any culture that matters, but one that treats all employees, especially women and other people from marginalised and underrepresented communities, with respect. The distance between leaders and the everyday experiences of their employees contributes to a disconnect in understanding and addressing these challenges.

For instance, Catherine Fox's book "Stop Fixing Women" highlights how even well-intentioned leaders can be surprised by the extent of gender inequality within their organisations. This gap in perception and reality is highlighted when I run diagnostics on workplace equity and inclusion. For example, my current research project into the state of workplace gender equality in the sporting sector highlighted some concerning perception gaps, including the responses, by role, to these statements:

Gender Inequality Exists in the Workplace

22% of CEOs agreed

50% of Executives agreed

64% of non-managers agreed

Women Are Respected in the Workplace

70% of CEOs agreed

73% of Executives agreed

58% of non-managers agreed

The Organisation is Taking Sufficient Action to Address Gender Inequality

70% of CEOs agreed

32% of Executives agreed

32% of non-managers agreed 

Your perception of what's happening in an organisation depends on where you stand. However, CEOs and other organisational leaders must consider the difference in perception of the culture, by level, as an indicator to take action to close both the perception and communication gaps. This means "spending more time in factories and less time in Davos" according to Immelt.

The Reality Check

Leaders must actively engage with and understand women's experiences in their organisations to address this gap. They need to look beyond standard HR metrics and grasp the nuances of gender dynamics at every level. This involves asking tough, introspective questions:

1. Organisational Reality Check: Am I leading the organisation I think I am? What are our fundamental values and practices?
2. Women's Representation: Where are women positioned in my organisation, particularly in leadership roles?
3. Workplace Suitability: Does our workplace culture and environment support the success and well-being of women?
4. Resource Allocation: What tangible resources (both human and financial) are being invested in gender equity initiatives?
5. Accountability for Gender Equity: How am I ensuring that women advance at the same rate as men? Are there clear targets or quotas at each management level and in each business unit or team?

I won't discuss the business case for workplace gender equity, share the statistics on the global gender parity gap, and explain the significant potential revenue increases tied to gender equity. Leaders should be aware of these data points and use them to drive high organisational performance. Those leaders who fail to educate themselves about these fronts risk moral and ethical repercussions and substantial business losses.

In 2024, the call to action for equitable and inclusive leadership is more urgent than ever. It's way past time for leaders to step up, ask these critical questions, and drive meaningful change towards gender equity in the workplace.