How does a non-inclusive leader look?
Image courtesy John Simitopoulos @john_simitopoulos
Non-inclusive leaders are depicted as having talent blindness. This means they are incapable of recognizing employees’ unique strengths. Frequently, these leaders treat employees uniformly despite how hard they work or whether they need further training and do not appear to value the contributions of their employees.
Such leaders discourage others from sharing ideas or exclude employees from crucial meetings if they disagree with the manager’s view. Non-inclusive leaders tend to blame others when things go awry and create division between employees by using, for example, an “us versus them” mentality.
No-inclusive leaders are viewed by employees as dishonest and particularly nebulous in their communication. They spout their values and beliefs but behave counter to them.
Employees reduce productivity subtly as a result of these leaders, informing everybody they are honest and transparent. Though, in day-to-day interactions, they are neither.
Some employees lament, their managers never speak the truth. “In evaluations, you hear positive words. Never is there mention of things I should improve. I know something is wrong because I am passed over for promotions. No one tells me. I would trust my manager more if there was honesty and real transparency.”
About Jim Woods
Jim Woods is president of Woods Kovalova Group with a focus on transforming organizations to deliver and sustain breakthrough performance. He is a leader in WKG's Diversity & Inclusion and Transformation practices, as well as the firm's behavior and culture topic.
With over 25 years of experience as an advisor and thought leader, Jim has widespread experience leading transformation programs and developing high performing cultures. His work goes beyond short term results to bring holistic, sustainable performance to organizations everywhere. Jim's approach to transformation is putting people first and focusing on energizing and empowering employees as he enables leaders to be equally directive and inclusive. Jim's experience includes working with clients in technology, consumer, healthcare, financial, and manufacturing industries.
Jim has co-authored numerous publications on transformation, organization effectiveness, and culture.