Building and Leading Inclusive Teams

May 1
3 min read

Penny Izlakar

Part 8 – Building and Leading Inclusive Teams

Early in my leadership journey, I thought inclusion was mostly about programs or policies—a box to check, or something handled by HR. I quickly realized that mindset was holding both me and my team back. The way I showed up, the decisions I made, and the environment I created had a direct impact on team members' feeling heard, valued, and able to contribute.

I recall a team meeting where I noticed that a few people were consistently quiet, despite having excellent ideas in individual settings. At first, I assumed they’d speak up when ready. But over time, I realized that my default behaviours—calling on the same people, unconsciously validating familiar approaches—were unintentionally silencing them. That was a wake-up call: inclusion isn’t optional, and it isn’t someone else’s job. Every leader shapes it every day.

Awareness of Bias and Blind Spots

We all have biases and blind spots—it’s part of being human. Even the most well-meaning leaders can unintentionally overlook certain voices or perspectives. The key is being aware of it. That awareness is where real growth begins.

Take a moment to ask yourself:

Whose voices tend to lead the conversation—and whose might be getting lost?
Do I naturally gravitate toward familiar ideas or people? Why?
How might my assumptions be shaping decisions or limiting opportunities for others?

I won’t pretend self-reflection is always comfortable—it isn’t. But leaning into that discomfort helps you notice patterns before they become problems. Awareness is what turns good intentions into real inclusion.

Psychological Safety as a Driver of Performance

Psychological safety isn’t a buzzword—it’s the foundation for high-performing teams. When people feel safe speaking up without fear of ridicule, retaliation, or dismissal, they take risks, share ideas, and solve problems more quickly.

I’ve seen it firsthand. Teams that feel safe to challenge ideas openly produce far better solutions than teams where people keep their heads down. Creating psychological safety starts with small but consistent behaviours: listening actively, responding with curiosity instead of judgment, and admitting when you don’t have all the answers.

High-performing teams where psychological safety, speaking up, and being heard are not something that happens overnight. It is the small, consistent actions of leaders to create the space necessary for individuals to thrive. We all want to jump out of the gate with a new team and be considered a high-performing, inclusive team. From my experience, you will feel it when the energy on the team shifts and you collectively feel more inclusive, operating like a well-oiled machine.

Everyday Inclusive Practices That Make a Difference

Inclusion doesn’t require grand gestures—it’s in the everyday actions:

Invite diverse perspectives by asking quieter team members for input in meetings.
Recognize contributions publicly and make credit visible and equitable.
Rotate roles and responsibilities by giving opportunities to those who might otherwise be overlooked.
Encourage learning by sharing articles, training, or stories that expand awareness, particularly those related to inclusion and psychological safety.

These practices are small, but they compound over time. They communicate that everyone belongs and has value.

Personal Reflection Prompt

Take a moment to think about your team.

Who on the team feels fully included—and who might be holding back?
How might my words, actions, or habits (even the unintentional ones) be shaping how people feel about belonging?
What’s one small, tangible thing I can do this week to help my team feel more seen, valued, and heard?

Sometimes inclusion starts with something as simple as a question, an invitation, or a genuine moment of listening.

Final Thought

Being an inclusive leader isn’t about policies or checkboxes—it’s about how you show up every day. It’s about noticing who’s quiet in the room, inviting new voices into the conversation, and creating a space where people feel safe to share their ideas.

When you build that kind of environment, you’re not just supporting individuals—you’re unlocking the collective strength of your team.

Inclusion doesn’t happen by accident. It happens through awareness, intention, and action.

So, here’s the real question: what’s one thing you’ll do differently starting today?

3 Key Takeaways

Inclusion is every leader’s responsibility—and it starts with self-awareness.
Psychological safety fuels performance. People need to feel secure to speak up and take risks.
Small, consistent actions build inclusive cultures that last.