What will I learn about: Learn how becoming an 'Inclusifyer'—a leader who celebrates diverse perspectives while fostering belonging—can boost your team's productivity by up to 21 percent?

Learn how becoming an 'Inclusifyer'—a leader who celebrates diverse perspectives while fostering belonging—can boost your team's productivity by up to 21 percent.

What will I learn about: why unconscious biases often undermine well-intentioned leaders, and understand why acknowledging them is crucial for creating a truly engaged workforce?

Discover why unconscious biases often undermine well-intentioned leaders, and understand why acknowledging them is crucial for creating a truly engaged workforce.

What will I learn about: why the 'Meritocracy Manager' approach is inherently flawed by realizing that systemic biases prevent the professional playing field from ever being truly level?

Understand why the 'Meritocracy Manager' approach is inherently flawed by realizing that systemic biases prevent the professional playing field from ever being truly level.

What will I learn about: why acting as a 'Culture Crusader' who hires strictly for 'cultural fit' is a dangerous recipe for a homogeneous workforce that severely stifles innovation?

Find out why acting as a 'Culture Crusader' who hires strictly for 'cultural fit' is a dangerous recipe for a homogeneous workforce that severely stifles innovation.

What will I learn about: the art of backing up inclusive words with concrete actions, just as PayPal's CEO did by correcting the gender pay gap to drive massive financial growth?

Master the art of backing up inclusive words with concrete actions, just as PayPal's CEO did by correcting the gender pay gap to drive massive financial growth.

Inclusify

The Power of Uniqueness and Belonging to Build Innovative Teams

Stefanie K. Johnson

★ 4.2 / 5(142 ratings)

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Management & Leadership Career & Success

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💡Did you know that simply hiring a diverse team isn't enough to boost your bottom line—and could actually backfire without one crucial leadership secret?
💡Have you ever wondered why even your most talented employees might be hiding their true selves, and how that's quietly draining your company’s innovation?
💡What if you could master the delicate balance between making employees feel they truly belong while still celebrating what makes them unique?

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Key Takeaways from Inclusify

✓Learn how becoming an 'Inclusifyer'—a leader who celebrates diverse perspectives while fostering belonging—can boost your team's productivity by up to 21 percent.
✓Discover why unconscious biases often undermine well-intentioned leaders, and understand why acknowledging them is crucial for creating a truly engaged workforce.
✓Understand why the 'Meritocracy Manager' approach is inherently flawed by realizing that systemic biases prevent the professional playing field from ever being truly level.
✓Find out why acting as a 'Culture Crusader' who hires strictly for 'cultural fit' is a dangerous recipe for a homogeneous workforce that severely stifles innovation.
✓Master the art of backing up inclusive words with concrete actions, just as PayPal's CEO did by correcting the gender pay gap to drive massive financial growth.

Learning Tools

Reinforce what you learned from Inclusify

Mind Map

Inclusify

Core Concepts+

Unconscious Biases+

The Inclusifyer Framework+

Manager Archetypes & Blind Spots+

Actionable Advice+

Quiz — Test Your Understanding

Question 1 of 9

What defines an 'Inclusifyer' according to the author?

A. A leader who ignores differences and treats everyone exactly the same.
B. A leader who celebrates diverse perspectives while ensuring everyone feels a sense of belonging.
C. A manager who only hires candidates from underrepresented groups.
D. A CEO who delegates all diversity and inclusion efforts to the HR department.

Question 2 of 9

Why does the author argue that the 'Meritocracy Manager' approach is fundamentally flawed?

A. Because employees generally do not care about being rewarded for their results.
B. Because it focuses too heavily on cultural fit rather than actual technical skills.
C. Because it relies on systems built on unconscious biases and inequality, assuming a level playing field that doesn't exist.
D. Because it encourages employees to compete aggressively, leading to high turnover rates.

Question 3 of 9

What is the primary pitfall of the 'Culture Crusader' management style?

A. They focus so heavily on shared ideals and 'cultural fit' that they end up with a homogeneous workforce.
B. They create a highly competitive environment that inevitably leads to employee burnout.
C. They fail to hold employees accountable for their mistakes by being too lenient.
D. They rely too much on anonymous hiring, losing the personal touch in team management.

Question 4 of 9

In the author's strategies for managers to become Inclusifyers, what do the acronyms SELF and TEAM stand for?

A. Sincerity, Equality, Leadership, Focus / Trust, Empathy, Action, Measurement
B. Strategy, Execution, Logic, Foresight / Training, Evaluation, Assessment, Mentorship
C. Support, Equality, Listening, Feedback / Transparency, Engagement, Action, Motivation
D. Support, Empathy, Learning, Fairness / Transparency, Empowerment, Alignment, Motivation

Question 5 of 9

How do 'Team Player' managers—who are often women, POC, or LGBTQ+—sometimes inadvertently stifle diversity?

A. By openly playing favorites with employees who share their specific background.
B. By avoiding hiring people like themselves so they aren't seen as playing favorites or threatened in their own status.
C. By implementing strict meritocratic systems that ignore systemic biases.
D. By constantly acting as 'White Knights' and publicly rescuing underrepresented employees.

Question 6 of 9

How can a 'White Knight' manager's well-meaning actions actually undermine diversity efforts?

A. They set performance expectations too high, causing minority employees to fail.
B. They force underrepresented employees to do low-value 'office housework' tasks.
C. They publicly 'rescue' underrepresented employees, which can reinforce hurtful stereotypes about their capabilities.
D. They assume diversity issues will naturally fix themselves over time without any leadership intervention.

Question 7 of 9

What caused a backlash at Google related to the 'Shepherd' management style?

A. The CEO publicly stated they would only hire women for executive roles moving forward.
B. An HR memo outlined how managers should treat women and people of color differently than white males, putting people at odds.
C. The company removed all names from resumes, causing extreme confusion in the hiring process.
D. Managers forced all employees to undergo Bystander Training, which was seen as a waste of time.

Question 8 of 9

What is the main characteristic of the 'Optimist' manager regarding workplace diversity?

A. They actively set public goals and hold themselves accountable to diversity metrics.
B. They believe diversity is a fad and actively resist inclusive company policies.
C. They speak highly of inclusivity but take no personal action, assuming things will naturally work themselves out.
D. They believe that only a strict, algorithm-based meritocracy can solve diversity issues.

Question 9 of 9

What actionable advice does the author give to immediately reduce bias in the hiring and promotion process?

A. Implement mandatory quotas for all minority groups across all departments.
B. Make evaluation and selection processes completely anonymous by removing names from applications.
C. Base all hiring decisions strictly on automated algorithmic test scores.
D. Only hire candidates that have been referred by current employees to ensure cultural fit.

Inclusify — Full Chapter Overview

1Recommendation
21 — Inclusivity is powerful, but benefiting from it means recognizing and overcoming our biases.
32 — All six manager types must work toward becoming Inclusifyers – beginning with the Meritocracy Manager.
43 — Culture Crusaders often create homogeneous teams, but they can become Inclusifyers too.
54 — Team Players work hard to take charge, but may fall short when it comes to supporting others.
65 — White Knights often have good intentions, but their actions can weaken diversity efforts.
76 — Shepherds may appear to play favorites, but with the right approach they can become strong Inclusifyers.
87 — Optimists want diversity, but their actions often don’t go far enough.
98 — Final summary

Inclusify Summary & Overview

Inclusify (2020) offers some valuable guidance for managers and CEOs who would like to increase the diversity of their workforce. Facts show that diversity is a powerful contributor to success on a variety of levels. Inclusify introduces the proven steps that the biggest and best businesses are taking to be more inclusive and more successful.

Who Should Listen to Inclusify?

Who’s it for?

Managers who want happier employees
People seeking ways to create safer workplaces
CEOs who want to create more competitive businesses

About the Author: Stefanie K. Johnson

Dr. Stefanie K. Johnson is an associate professor at the Leeds School of Business, University of Colorado Boulder, where she teaches students about leadership and inclusivity. She’s been a frequent contributor to the Harvard Business Review and her work has also been published by the Wall Street Journal, Newsweek, and the Economist.

Inclusify

If You're Curious About These Questions...

Listen to Inclusify — Free Audiobook

Key Takeaways from Inclusify

Learning Tools

Mind Map

Quiz — Test Your Understanding

Inclusify — Full Chapter Overview

Inclusify Summary & Overview

Who Should Listen to Inclusify?

About the Author: Stefanie K. Johnson

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