The Opposite of Inclusion

Thoughts on removing 'inclusion' from leadership development and workplace culture

Apr 02, 2025

Faced with a decision

The video conference fell silent as we waited for someone to voice curiosity or concern about the suggested path forward we just heard. It was clear that everyone was thinking something but no one wanted to say anything. In that moment of collective hesitation, what was an attempt at neutrality was actually exclusion in progress.

Last week, I was told to stop mentioning “inclusion” on the company website, client materials, and social media posts. The opinion was well-intentioned; meant to help my organization’s perspective on leadership development be more palatable to broader audiences. But it activated a visceral response. Inclusion means something to me, so how can we just stop talking about it? And if we aren’t actively inclusive, is there some “neutral” middle ground, or do we default into exclusion?

Thought leaders write and speak about neutrality as often reinforcing existing imbalances. This concept applies directly to workplace inclusion: if we are not actively inclusive, we are passively exclusive. As Harvard professor and researcher Amy Edmondson demonstrated in her work on psychological safety, environments that aren't deliberately structured to include diverse perspectives naturally default to excluding them. Similarly, organizational psychologist and author Adam Grant showed that "default settings" in organizations typically preserve existing power structures unless consciously redesigned.

Actively inclusive workplaces

The concept of inclusive workplaces focuses on valuing and respecting all employees, fostering a sense of belonging, and empowering people to contribute. Of course the details may vary by organization, but the broad brush strokes are the same.

A 2024 Forbes article called out why inclusion in the workplace matters:

Talent Attraction and Retention
Employee Engagement and Satisfaction
Innovation and Creativity
Enhanced Decision-Making
Improved Customer and Client Relationships

My interest in ADHD, broader neurodiversity, and neuroinclusion, helps to draw out some examples for each of these items above. Neuroinclusive workplace behaviors include:

Considering the details around interviewing and meetings. Provide details, agendas, and expectations in advance.
Acknowledging the sensory impacts in the office setting. Think through different employees’ experience with the lighting, sound, traffic patterns, etc. of the office and work to minimize distractions and disruptions where possible.
Embracing creativity through multiple channels. Some team members want to process their ideas verbally in the moment - spitballing and brainstorming together. Others want to take an analytical approach, research and fully think through their path forward and share thoughts via email. Honor both.

Each example, while designed to accommodate divergent brains, benefit everyone in the workplace.

So, if we aren’t actively inclusive, does that make us exclusive?

To some, this might have an elite ring to it; like an executive dining room or a luxury hotel. But to be exclusive when it comes to workplaces, consider what might be sacrificed.

If inclusive workplaces draw in great candidates, and give people a reason to stay in with the company longer, an exclusive workplace may only attract a narrow swath of candidates, and those candidates may not make it long. Employee turnover will cost the organization in productivity, hiring, and training.

If employee engagement and satisfaction contribute to inclusive workplaces, exclusive workplaces would prompt “quiet quitting” when people feel like they aren’t supported, and doing work that aligns with their skills. This disengagement will impact customer relationships, productivity, and ultimately your bottom line.

If inclusive workplaces foster innovation and creativity, an exclusive workplace would shutdown the great ideas that don’t come through the “proper” channels. That will ultimately tank the trajectory of a product, service, or brand.

If inclusive workplaces can boast enhanced decision-making due to the diversity of thought and experience, exclusive workplaces would fall victim to groupthink. Being surrounded by people who think exactly like you might feel like you’re surrounded by cheerleaders, but those same close-minded cheerleaders could cheer you right off a metaphorical cliff if they aren’t aware of how messaging, product, or service will resonate with employees and customers in greater context.

If inclusive workplaces have improved client and customer relationships, exclusive workplaces may alienate customers (or potential customers) with poorly constructed communications or half-baked offerings that don’t connect with their target market.

Why I’m sticking with inclusion

When it comes to creating truly inclusive workplaces, there is no passive middle ground. There is no “neutral” stance; only the conscious choice to include or the unconscious decision to exclude.

I’ve made the choice to intentionally continue focus on developing inclusive leaders and building inclusive workplaces. I want to align my personal and professional brand with helping companies to attract, engage, and retain the best talent, foster innovation and creativity, build strong teams for decision-making, and empower clients.

Will you join me?

Referenced above:

Butler-Sims, T. (2024, August 13). Inclusion in the workplace and 6 reasons why it matters. Forbes. https://www.forbes.com/councils/forbeshumanresourcescouncil/2024/02/13/inclusion-in-the-workplace-and-6-reasons-why-it-matters/
Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the workplace for learning, Innovation, and growth. John Wiley & Sons, Inc.
Grant, A. (2017). Originals: How non-conformists move the world. Viking.