Taking a heavy-handed will get you nowhere. It only reinforces to the resisters that what they thought about inclusivity is true (they don't matter). The best way to corral these individuals is to listen and respond (without anger or blame) to their concerns. This type of direct conversation can occur if you have built a speak-up culture in your organization. If you haven't, employees may not feel psychologically safe, which is a more significant issue. Inclusivity also means that dissenting opinions can occur. However, the way to work through this pushback is to ensure the naysayers have input into how this inclusivity initiative will work and their role in its implementation.

People don’t do what leaders say, they embrace what they do. That is why culture forms intentionally, or unintentionally, in every organization has one. Culture change requires patience and consistently leading by example. The resistance leads me to believe that inclusive behaviors are not being consistently demonstrated by the leaders. They must be out in front of the culture change, not just talking about the importance of inclusivity, but living it. If they don’t do this, workers will remain unpersuaded, and it will be difficult to get the new culture to take hold.

Zero tolerance is required. The elephant in the room is racism, homophobia and sexism. One warning, then out the door. The problem is not just on the factory floor or the distribution center. If it is a problem with a manger or two, then education might help. If it is a wide spread problem in your company, then you are at fault. THIS IS A PROBLEM OF LEADERSHIP. or lack thereof. If you need to have an inclusivity in 2024 then you have failed as a leader. Find a change agent and a change manager. Real change will probably mean letting some people go. It might mean just one public evisceration. Racism, homophobia, sexism, xenophobia have no place in the 21st century workplace. Except they still do.

To drive culture change and promote inclusivity among long-term employees, I would first engage in open and honest conversations to understand their concerns and perspectives. Educating the team on the benefits of inclusivity through workshops and highlighting diverse success stories can foster awareness and appreciation. I'd empower employees by inviting them to be part of the change process, creating roles or committees focused on inclusivity initiatives. Demonstrating leadership commitment through actions and policies, alongside recognizing and rewarding inclusive behaviors, helps cultivate an environment where everyone feels valued and motivated to embrace inclusivity as integral to our team's success.

1. Assess the Resistance & engage directly with employees to understand their resistance. Identify aspects of the current culture that enable resistance. Are there norms, practices, or leadership behaviors that reinforce exclusion? 2. Set a Clear Vision & Communicate Effectively Articulate the “Why”: Clearly explain the business case & ethical imperatives for inclusivity, emphasizing how it benefits everyone 3. Involve Long-Term Employees in the Process& Invite resistant employees to participate in shaping inclusivity programs. 4. Provide Education & Training Offering tailored sessions that address biases Skill Build-Equip employees with skills for inclusive communication, collaboration & conflict resolution.

Driving culture change starts with curiosity. Understand why long-term employees resist—what concerns or fears lie beneath? Reflect on your approach. Have you included them in the process or simply dictated the change? Examine incentives—what’s motivating or discouraging them? Highlight how inclusivity strengthens collaboration, innovation, and their own legacy. Use proven strategies like building trust, creating small wins, and celebrating progress. Frame inclusivity as a shared opportunity, not a loss, and empower them to shape its integration. Resistance can signal care—engage them to create a stronger, more vibrant culture together.

One method is to use video drama. Take an insignificant, grey area infringement and play it out. Ask people what they think of this scene? They don't need to talk about people they know, they have an "avatar" to project on to. This way you can get an organisation-wide discussion going. Research shows people are resistant to change when you challenge their beliefs, but if you can use storytelling you can get them to engage. By engaging the whole organisation you can also change opinions and behaviours by influencing the social discourse.