Inclusivity

Strengths

• Enables very rapid decision-making and execution
• High levels of “shorthand” communication and intuitive trust
• Reduces friction in high-pressure, tactical environments
• Provides a strong, unified front during crises

Liabilities

• Prone to “groupthink” and blind spots in strategy
• Can inadvertently create “in-groups” and “out-groups”
• Limits innovation by sticking to familiar ideas and people
• May alienate stakeholders who don’t fit the dominant culture

Development tips if you lean left

• Deliberately invite one person to a meeting who usually isn’t there.
• Ask, “Who is not in this room that will be affected by this decision?”
• Assign a “Devil’s Advocate” to challenge the consensus of the core group.
• Audit your “go-to” list: are you always asking the same three people for advice?
• Seek feedback from departments or levels you rarely interact with.
• Practice “wait time” in meetings to allow slower processors to speak.
• Read industry news from sources outside your usual geographic or social bubble.
• Encourage “dissenting” opinions by thanking those who disagree with you.

Strengths

• Accesses a wider range of ideas and innovative solutions
• Builds deep engagement and buy-in across the organisation
• Identifies systemic risks earlier by listening to diverse viewpoints
• Creates an environment where psychological safety and belonging thrive

Liabilities

• Decision-making can become slow or bogged down by consensus-seeking
• Communication complexity increases as more voices are added
• Can lead to “analysis paralysis” if too many stakeholders are involved
• May struggle to maintain a clear, unified direction amidst differing views

Development tips if you lean right

• Set clear time limits for the consultative phase of a project.
• Clarify the decision-making model (e.g., “I am consulting you, but I will make the final call”).
• Create subgroups to process specific perspectives so the main group stays agile.
• Identify “non-negotiables” early to prevent the group from drifting too far.
• Balance inclusion with the need for specialised expertise in technical tasks.
• Learn to synthesise diverse views into a single, coherent narrative.
• Notice when “inclusion” has become “avoiding the tough choice.”
• Use frameworks like RACI to clarify who needs to be informed versus involved.

If you lean toward homogeneous, you may:

• Value cultural “fit” and shared history above all else
• Move fast with a small, trusted circle of advisors
• Focus on “getting it done” rather than “getting everyone on board”
• Assume that those who are quiet have nothing to add

If you lean toward inclusive, you may:

• Actively reach out to marginalised or “quiet” voices in the team
• Value “culture add” over “culture fit”
• Design processes that ensure every stakeholder is heard
• View diversity as a competitive advantage rather than a metric

Inclusivity helps when:

• Navigating complex, multi-stakeholder challenges
• Designing products or services for a diverse user base
• Transforming organisational culture or morale
• Breaking down silos in a large, fragmented company

Inclusivity hurts when:

• Emergency or high-stakes situations require a “command and control” approach
• The desire for inclusion leads to “meeting bloat” and zero action
• The leader abdicates responsibility by waiting for total consensus
• The “core mission” becomes diluted by trying to please every stakeholder