It really depends on the existing culture. I've worked with teams where we explored and shared unique traits, skills, backgrounds etc. The end goal was understanding each other and making the most of strengths constructively. Some places won't feel safe enough for that initially. DEI for me is about all team members having an appreciation for, and seeing value in diversity, equity and inclusion. I think a great many of the roads run to leadership; - Revisiting workplace policies and practices (including the unsaid rules). - Demonstrated changes and commitment to DEI. - Providing various feedback paths (public and private) so that changes required get visibility and changes supported from multiple angles. - And yes, Training!

Encourage open dialogue, celebrate diverse perspectives, and provide opportunities for everyone to contribute. Recognize individual strengths, foster a supportive environment, and ensure that all voices are heard and respected.

We all want to feel valued and included. Feeling devalued and excluded is the harbinger of an early exit. So, what makes people feel valued and included? We value people when care more about them as people, not simply as cogs in a wheel. People feel included when we don't just give them a seat at the table (thats a good start) but when we include them in conversations of consequence.

I invest time to build trust and great relationships cross the team. It is about open conversations, transparent communication, "walking the talk as a leader", feedback culture and so much more... Takes time!

Practise deep, clean and uninterrupted listening and respectful, succinct speaking. Build a climate where every single voice gets space and airtime to share their view on key decisions. And really practise listening to one another deeply and cleanly without interrupting people when they are speaking. Also when building a culture of listening it is important to build an AirTime awareness. If you have the space to speak, be conscious of how much airtime you are taking up. Be succinct and respect equality of voice. Try to cut down speaking too much or too long or being repetitive. If people are giving you their attention by listening, give them back respect by being mindful of what and how you say things and how much time you take up.

I believe promoting inclusivity starts with healthy relationship and rapport building. Where there is trust, mutual understanding and respect between people, inclusivity happens in a way that is more synergistic and organic. One way I've found this to be facilitated is by creating "brave spaces" where people can interact intentionally with transparency and empathy. These spaces can formally be built into routine supervisions, team huddles and performance evaluations. Informal or casual interactions can be just as effective. With frequent interactions that build a culture rooted in empathy, transparency and respect creates a culture that is inclusive; while also respecting diversity and ensuring equity within the workplace.

Stop worrying about whether team members feel valued and included. Worry about whether you are valuing them and including them.