Conscious inclusion: why good intentions aren’t enough

In many sectors and especially the charity sector, people often enter the work with strong values, a desire to do good and have positive impact. Managers want to be fair. They want their teams to feel included. So when the topic of inclusion comes up, a common response is: ‘I treat everyone the same.’

It sounds good, yet in practice, it can unintentionally exclude because:

Same is not always equal

When we think that we treat everyone the same, we actually risk ignoring the fact that people bring different lived experiences, barriers and identities to work. A ‘one-size-fits-all’ approach often benefits those already in positions of comfort and power.

For example:

• A manager praises a confident, outspoken team member but overlooks a quieter colleague who is just as capable but never feels invited to speak up.

• A neurodivergent employee is told they should be more ‘flexible’ without support to adjust how meetings are run.

• A Black team member’s ideas are consistently attributed to others, and no one steps in, even if they notice.

These people are not bad people doing bad things. These are everyday behaviours shaped by bias - unintentional, often invisible, subtle behaviours, baked into the systems we have inherited.

From bias to micro-messages

Bias doesn’t only show up in big decisions. It whispers in the small ones - who we listen to, who we trust with stretch tasks, who we say ’hello’ to in the morning.

These micro-messages (tone, body language and patterns of feedback) accumulate. They shape who feels safe around us, who feels seen by us and who silently checks out or leaves our team.

Passive inclusion vs. conscious inclusion

Inclusion doesn’t just happen because we believe in it.
It’s a practice, one that requires continuous awareness, curiosity and courage.

There is a stark difference between inclusion that is passive and conscious inclusion.

Passive inclusion says:

‘We are a welcoming place. If people don’t feel included, that’s on them.’

Conscious inclusion says:

‘Let me look at how I lead, decide, speak and listen - and what that signals to different people on my team.’

The inclusion gap

In many organisations, especially those serving marginalised communities, there is a striking mismatch between external mission and internal experience.

Recent data shows:

• High staff turnover among people of colour, disabled staff and those with caring responsibilities

• Reports of burnout linked to micro-aggressions and ‘emotional labour’

• A gap in progression and visibility for underrepresented groups, despite talent, qualifications and commitment

Good intentions, only, don’t close this gap. Conscious inclusion does.

So what can you do as a manager?

You don’t need to know it all or get it perfect. It is undeniable tat you will make mistakes. Yet, you do need to be willing to notice, reflect and adapt.

Start with small conscious reflections and choices:

• Who speaks most in your meetings? Who stays silent?

• How do you give feedback - fairly, consistently and inclusively?

• What assumptions might be shaping your decision-making?

And most importantly: how do you make it safer for others to be honest with you?

To conclude,

Remember that conscious inclusion is proactive commitment to notice, reflect and act in ways that make everyone feel respected, heard and valued - especially those whose experiences differ from your own.

Something key to mention: inclusion is not about fixing people. It’s about noticing what is missing from the system and choosing to lead differently.

Remember that you can be kind, have good intentions and still cause someone to feel like they do not belong.

Yet you can also choose to grow, lead with awareness and create a culture where everyone - not just the loudest or most similar to you - can thrive.

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If you are seeing these patterns in your team, you are not alone and it’s not too late!

Let’s create a reset. One that’s grounded in performance and people.

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