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In an ever-changing professional world, inclusiveness has become a major lever for business success. Managers play an important role in creating a healthy working environment. Inclusive management is not just about diversity, it's about integrating practices that encourage the active participation of all employees. That's what we're going to explore in this article.
Inclusive management is a management approach that values diversity and promotes the inclusion of all employees, whatever their profile, age, gender or other discrimination criteria. This practice aims to create a healthy working environment where every individual feels respected, valued and supported. Inclusive management seeks to eliminate stereotypes and discrimination, thus fostering innovation and creativity, and recognizing the individuality of each team member.
The success of inclusive management depends on managers' commitment to integrating human and inclusive values into their daily practice. Inclusive managers understand the importance of employee integration, and know that their role is crucial in promoting a working environment where everyone can flourish and contribute fully. Successful inclusive management is reflected in improved performance, increased employee satisfaction and reduced turnover.
Active listening is a fundamental skill for any inclusive manager. It enables us to truly understand the needs, desires and perspectives of our employees. To go beyond the simple question "Is that clear?", it would also be preferable to ask"What do you think?" or"What would be your approach?". This encourages open and honest communication.
In addition, it' s important to be wary of automatic responses such as: "Yes, yes, that's clear", and to ask for oral or written rephrasing:"Could you share with me your vision of key objectives and points for attention?".
To promote inclusion, a manager must encourage the expression of everyone's opinions. Asking open-ended questions and organizing round-table discussions where everyone can give their opinion are effective practices. This recognizes and values the diversity of perspectives and ideas, which is essential for an innovative and dynamic organization.
A good inclusive manager knows how to adapt his or her communication to each employee's profile and needs. Understanding what each individual expects and prefers in terms of communication is very useful. Using the Process Com method can help to identify each person's preferences and needs, enabling more effective and empathetic interaction, and clearer identification of the delegation or feedback the manager needs to take into account.
Small gestures and attention to detail are essential to promote an inclusive environment. It's important to start from the assumption that someone "won't know", and so play the advocate for others. For example:"I'm sure some people are wondering how the DLC works, can you tell us more Jérémy?".
It's also good practice to give the floor to people who might have something to say but don't naturally speak up:"Thank you Charles, your question is pertinent, I'd like to hear Chloé and Jérémy's opinion on it."
We also need to pay attention to each person's situation: not thinking that one's own situation is the same as that of others is fundamental to inclusive management. Managers therefore need to be aware of the personal situations of their team members. For example:"We have a team-building event planned for the end of the day this week. If this poses concerns for some (childcare, personal obligations, etc.), please let me know so we can consider another time slot."
It's vital for a manager to know how to deal with situations of discrimination or exclusion, even when they are subtle. There's no need to over-react the first time it happens. It's more effective to remind people of the values of the company and of each individual. If the behavior persists, a reaction in front of everyone is necessary, followed by one-to-one reframing to make sure the message is understood.
Personal development is a key step in becoming an inclusive manager. This includes learning assertiveness and emotional management. A manager needs to be able to step back and reflect on his or her own biases and behaviors in order to better understand and manage those of others.
Inclusion must be a daily practice. Managers must integrate the principles of inclusiveness into every interaction and decision. Encouraging employees, recognizing their efforts and creating an environment where everyone feels free to express themselves are essential practices.
Ongoing training is essential for managers wishing to adopt an inclusive posture. Here are some concrete solutions for training, both online and in real life:
A case in point is the "Inclusion" workshop offered by NUMA
By integrating the principles of inclusive management, managers can create a harmonious and innovative work environment where every employee feels valued and respected, thus strengthening commitment and attachment to the company, especially for the talent they want to keep.
To find out more about our approach and how we structure our training courses, click here.
In an ever-changing professional world, inclusiveness has become a major lever for business success. Managers play an important role in creating a healthy working environment. Inclusive management is not just about diversity, it's about integrating practices that encourage the active participation of all employees. That's what we're going to explore in this article.
Inclusive management is a management approach that values diversity and promotes the inclusion of all employees, whatever their profile, age, gender or other discrimination criteria. This practice aims to create a healthy working environment where every individual feels respected, valued and supported. Inclusive management seeks to eliminate stereotypes and discrimination, thus fostering innovation and creativity, and recognizing the individuality of each team member.
The success of inclusive management depends on managers' commitment to integrating human and inclusive values into their daily practice. Inclusive managers understand the importance of employee integration, and know that their role is crucial in promoting a working environment where everyone can flourish and contribute fully. Successful inclusive management is reflected in improved performance, increased employee satisfaction and reduced turnover.
Active listening is a fundamental skill for any inclusive manager. It enables us to truly understand the needs, desires and perspectives of our employees. To go beyond the simple question "Is that clear?", it would also be preferable to ask"What do you think?" or"What would be your approach?". This encourages open and honest communication.
In addition, it' s important to be wary of automatic responses such as: "Yes, yes, that's clear", and to ask for oral or written rephrasing:"Could you share with me your vision of key objectives and points for attention?".
To promote inclusion, a manager must encourage the expression of everyone's opinions. Asking open-ended questions and organizing round-table discussions where everyone can give their opinion are effective practices. This recognizes and values the diversity of perspectives and ideas, which is essential for an innovative and dynamic organization.
A good inclusive manager knows how to adapt his or her communication to each employee's profile and needs. Understanding what each individual expects and prefers in terms of communication is very useful. Using the Process Com method can help to identify each person's preferences and needs, enabling more effective and empathetic interaction, and clearer identification of the delegation or feedback the manager needs to take into account.
Small gestures and attention to detail are essential to promote an inclusive environment. It's important to start from the assumption that someone "won't know", and so play the advocate for others. For example:"I'm sure some people are wondering how the DLC works, can you tell us more Jérémy?".
It's also good practice to give the floor to people who might have something to say but don't naturally speak up:"Thank you Charles, your question is pertinent, I'd like to hear Chloé and Jérémy's opinion on it."
We also need to pay attention to each person's situation: not thinking that one's own situation is the same as that of others is fundamental to inclusive management. Managers therefore need to be aware of the personal situations of their team members. For example:"We have a team-building event planned for the end of the day this week. If this poses concerns for some (childcare, personal obligations, etc.), please let me know so we can consider another time slot."
It's vital for a manager to know how to deal with situations of discrimination or exclusion, even when they are subtle. There's no need to over-react the first time it happens. It's more effective to remind people of the values of the company and of each individual. If the behavior persists, a reaction in front of everyone is necessary, followed by one-to-one reframing to make sure the message is understood.
Personal development is a key step in becoming an inclusive manager. This includes learning assertiveness and emotional management. A manager needs to be able to step back and reflect on his or her own biases and behaviors in order to better understand and manage those of others.
Inclusion must be a daily practice. Managers must integrate the principles of inclusiveness into every interaction and decision. Encouraging employees, recognizing their efforts and creating an environment where everyone feels free to express themselves are essential practices.
Ongoing training is essential for managers wishing to adopt an inclusive posture. Here are some concrete solutions for training, both online and in real life:
A case in point is the "Inclusion" workshop offered by NUMA
By integrating the principles of inclusive management, managers can create a harmonious and innovative work environment where every employee feels valued and respected, thus strengthening commitment and attachment to the company, especially for the talent they want to keep.
To find out more about our approach and how we structure our training courses, click here.
Training organisation registered under the number 11755339875. This registration does not imply state approval.
Quality certification has been awarded for the following category of actions: TRAINING INITIATIVES
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