Monique Pennings on how to sustainably embed inclusion within decision-making and governance.

Inclusive work environments and organizations lead to happier employees, better collaboration, more innovation, and ultimately better results. Yet, within many organizations, inclusion remains stuck as an HR theme or a separate strategic ambition. The major challenge lies in sustainably anchoring inclusion in an organization's culture, decision-making, and strategy. But how do you ensure that inclusion does not remain merely an ambition but actually becomes an integral part of your organization and board? Monique Pennings, Head of CSR at A&O Shearman and inclusion expert, shares her 5 golden rules with us for taking inclusion beyond a good intention and sustainably embedding it at the board level.

1. Do not place the responsibility for change on people who are already experiencing resistance.

Many managers expect employees who experience discriminatory or exclusive behavior themselves to simply “bring it up for discussion.” However, those who encounter resistance or prejudice on a daily basis have often already had to invest an enormous amount of energy. Expecting that same person to subsequently change the system is unrealistic. That is where a responsibility lies for managers.

“You cannot place the responsibility for change on the people who are already experiencing the most resistance to it.” Executives have influence, security, and position. Precisely for this reason, they must actively create space for fairer processes, different perspectives, and more inclusive leadership.

2. View inclusion not as “charity”, but as good leadership 

A misconception surrounding inclusion is that it is a favor to minorities or specific groups, but ultimately, inclusion is about better leadership and better decision-making.

Executives who operate solely from their own frame of reference risk missing important things. The world is changing rapidly: generations, forms of work, expectations, and talent profiles are evolving along with it. What worked twenty years ago does not automatically still work today: “What got you here, won't get you there.”

In the future, inclusive leadership will play a more important role, so as a manager, invest in your own skills and view inclusion as something you do not only for others, but also to further develop yourself. For the culture you create.

Inclusive leadership is not an extra task on top of work: it is modern leadership. 

3. Inclusion at the board level is also about small daily actions.

Many organizations view inclusion as a theme that is primarily important when making major strategic decisions. However, working on inclusion actually begins with small, daily actions. Inclusion begins with the conversations we have, with how well we truly listen to each other, and with how we learn from our past mistakes. 

It is precisely those daily “micro-inclusive” actions that matter: they ultimately determine how fair and inclusive an organization truly is. They are actually a kind of small practice exams, 'micro-learnings' , that help prepare for the real big decisions.

An inclusive organizational culture therefore emerges not only in the boardroom, but also at the coffee machine and in the way we interact with each other every day.

4. Ask yourself: does the process feel fair, or is it fair?

Many processes feel fair as long as the majority is satisfied, but that does not automatically mean that they are actually structured fairly.

Therefore, managers must constantly keep asking themselves:

• Is this decision fair because the process was actually objective?
• Or does it feel fair because the outcome worked out well for *me*?

Asking yourself this question as a manager requires courage and self-reflection, but is of essential importance, especially at the senior level. Inclusion begins with establishing a system that is fair to everyone. In this way, diversity strengthens the organization.

5. Within organizations, the focus is often on efficiency, but the human side is indispensable for long-term success.

Many people immediately think of visible differences when it comes to inclusion, but true awareness often arises precisely through personal experiences. A colleague with a partner who became seriously ill for a long period, a board member with a child with a disability, an employee whose name is constantly misspelled.

Those experiences make visible what others might experience on a daily basis. Inclusive leaders are therefore not necessarily the people who know everything, but those who remain curious about what they do not yet know and about the experiences of others. 

Ultimately, inclusion at the board level is about the willingness as a board member to remain curious, to look critically at oneself, to make room for other perspectives, and to dare to work on this daily. Organizations and board members who invest in this not only build a more inclusive world and workplace, but also stronger teams, better decision-making, and future-proof leadership. Inclusion is not a standalone theme, but an essential part of good governance. 

Do you want to get started on making your organization more inclusive? Or are you looking for practical support to embed inclusion at the board level?

NewBees INC. offers tailored training, workshops, and guidance for organizations that want to integrate inclusion into their governance and policies. From awareness to concrete tools: together, we build an inclusive organizational culture.

Please feel free to contact us to discuss the possibilities.