While there are legitimate challenges to doing inclusion work, the risks of not doing the work are far greater. Inclusion programs initially emerged as a shield against discrimination lawsuits, and removing them can leave organizations vulnerable.
The Cost of Inaction
In 2018, Starbucks closed over 8,000 U.S. stores for a single day of racial bias training, a decision that cost them over $16 million in lost revenue, all to address a brand-damaging incident. In 2023, Goldman Sachs paid a staggering $215 million to settle a gender bias lawsuit. These financial penalties and long-term reputational stains are far greater than the cost to administer and maintain a strong inclusion program.
Inclusion is already the expectation for the next generation of employees. One of my undergraduate business students, amid negative news about inclusion work, said, “I don’t think they get it. We are this way.” Gen Z grew up in a very diverse and inclusive world, living through major social justice movements, and they expect their employers to be inclusive, too.
The United States is the only developed country without paid caregiving leave. According to the latest SHRM survey, only 40% of U.S. employers offer paid leave, and while the Family and Medical Leave Act provides unpaid leave, it’s only available at large companies.
For a modern workforce where nearly a third of all employees are caregivers—and two-thirds of those caregivers are women—this is more than a policy gap; it’s a systemic crisis. The lack of caregiving support isn’t just a personal hardship; it’s a business problem that hurts productivity, innovation, and profitability. The solution lies in a profound commitment to allyship and inclusion.
Small Acts of Inclusion
True inclusion is not a one-and-done or check-the-box activity. I like to call it a steady drumbeat of activities. When done well, diversity and inclusion are like ingredients in a cake mix: they are so embedded in the culture you can’t get them out.
An inclusive culture must be built on the foundation of allyship. In the case of the caregiving business case, allyship skills are highly correlated with caregiving skills. Allyship and inclusive leadership skills honed through caretaking—listening, validating, coaching, and perspective-taking—are precisely the skills needed for effective leadership and meaningful support in the workplace.
The key to embedding inclusion is tying it to your core values and mapping those values to specific, observable behaviors. This is how abstract principles become a lived reality. For example, if “respect” is a core value, an inclusive behavior might be “proactively seeking out diverse perspectives” or “using inclusive language.” Shawn Nelson, CEO of LoveSac, tied inclusion to the company’s core value of “love matters.” He said this value “holds us accountable” because it’s “unnatural to behave in a way that is not in the spirit of love.”
When Mary Barra became CEO of General Motors, she simplified a ten-page dress code down to two words: “Dress appropriately.” This simple act conveyed trust and respect for employees, setting a new cultural tone at the foundation level. This is the kind of legacy work that moves the needle on inclusion. Actions speak louder than words.
People cannot do their best work if they cannot take care of themselves and their families. When employees feel supported, they stay. Employees do not leave often for more money, but when they lack growth and purpose, when they don’t feel a sense of belonging or appreciation. Allies are that crucial support mechanism.
Inclusion in Action
What does inclusion look like in action? How would I know if someone is behaving inclusively or not? Here are some examples:
- Proactively seeking out diverse perspectives
- Using inclusive language
- Celebrating cultural differences
- Adapting communication styles to different individuals
- Challenging non-inclusive behaviors or microaggressions
- Being a part of Employee Resource Group programming
- Offering support to historically marginalized groups
- Creating a safe space for open dialogue where everyone feels valued and heard
- Working well with or leading a diverse group of people
- Educating yourself on inclusive practices
Exclusion is more costly than inclusion work. Pausing or suspending your inclusion work will cost you in the long-term. Start with small acts of inclusion and put inclusion into action.