Redefining Inclusivity

Week 2 of the Purpose Playbook

By Dr. Virginia Lacayo

Inclusivity is an often misunderstood and overused term. 

In many organizations, inclusivity is seen as a politically charged or trendy term associated with DEI initiatives or well-meaning efforts to involve more voices in decision-making. Yet inclusivity is far more than good intentions, consulting more people in the decision-making process, or requesting people to participate in meetings —it is at the heart of a complexity-based and equity-driven approach to leading non-profits. When understood and practiced correctly, inclusivity becomes a powerful tool for solving the complex challenges that non-profits face in an ever-changing world.

For non-profits dedicated to social change, inclusivity is not a luxury—it is essential. It aligns directly with these organizations' values and mission, and when embedded into leadership practices, it ensures that decisions are both equitable and effective. This October, as we explore The Purpose Playbook theme of Vision/Values Alignment, Leadership Models, and Internal Culture, it is crucial to recognize that true inclusivity is a foundational element of creating resilient, adaptive organizations that reflect their communities and missions.

What Inclusivity is Not

In my work with non-profit leaders, I’ve frequently observed that “inclusivity” is often misunderstood and misapplied. Many leaders, driven by good intentions, assume that inviting people to attend meetings, delegating tasks, or seeking input from team members and other stakeholders is enough to be considered inclusive. However, inclusivity is not about merely increasing attendance or distributing responsibilities. It’s not a checkbox exercise where everyone gets a chance to participate but has no real influence over outcomes. True inclusivity goes beyond surface-level engagement.

Inclusivity is not the same as consulting people for feedback after decisions have already been made. It’s not about token involvement, where certain voices are heard but not genuinely considered in shaping the direction of the organization. Nor is inclusivity about bringing people in only for implementation while the strategic decisions remain in the hands of a select few. These well-meaning but limited approaches often leave people feeling marginalized or excluded, even if they were technically involved.

Real inclusivity is not top-down delegation disguised as shared leadership. It’s not about making decisions behind closed doors and expecting diverse groups to simply execute them. This misunderstanding turns inclusivity into a formality rather than a culture where diverse voices shape decisions from the very start. True inclusivity means intentionally inviting diverse perspectives into the process early—during the problem analysis and brainstorming phases—and giving these voices the power to meaningfully influence decisions, not just carry out predefined plans.

My Definition of Inclusivity and Key Benchmarks

Inclusivity is the intentional act of creating a culture where everyone feels genuinely valued and empowered to contribute regardless of their position or background. It transcends token participation by embedding diverse voices into the core of decision-making processes, creating a shared sense of ownership and responsibility. Leaders who prioritize inclusivity cultivate a culture of collaboration, innovation, and equity, ensuring that the organization's solutions are not only effective but deeply aligned with the values and needs of its community.

To foster this level of inclusivity, here are five benchmarks that can help you evaluate whether inclusivity is genuinely embedded in your organization:

1. Who was involved from the very beginning?
   Ask yourself: Have I included voices from across the organization and community from the start of the process, or did I bring them in after key decisions were already made (or at least pre-define by a few)?

2. Whose voices are missing?
   Consider: Which individuals or groups -that could affect or being affected by the outcome- were not invited into the discussion? What insights might we be missing by not hearing from them?

3. How diverse are the perspectives in the room?
   Reflect on this: Are we hearing from people with different experiences, backgrounds, and expertise, or are the same voices dominating the conversation?

4. Are people empowered to contribute meaningfully?
   Evaluate: Are individuals given the space and encouragement to speak up, challenge ideas, and propose alternative solutions?

5. Is the decision-making process collaborative?
   Ask: Are we working together to reach solutions, or are decisions being made by a few, leaving others to implement without a sense of ownership?

These questions can serve as a quick check to ensure that inclusivity is not just a surface-level goal but a deeply ingrained part of your organization’s culture and decision-making process.

Leadership Mindsets That Block Inclusivity

Despite best intentions, many leaders unknowingly maintain mindsets that prevent true inclusivity from flourishing within their organizations. These mental barriers often reflect long-held beliefs about efficiency, hierarchy, and control, but they can be shifted once recognized. Here are several leadership mindsets that frequently hinder inclusivity and how they can be overcome:

1. Time and Resource Constraints
   Many leaders believe involving diverse voices takes too much time or uses too many resources. This mindset is rooted in a belief that inclusivity is a luxury rather than a necessity. However, the hidden costs of exclusion—such as poor decision-making, disengagement, and lost opportunities—far outweigh the perceived expense of taking the time to ensure inclusivity. Leaders willing to invest upfront in bringing in a range of perspectives will ultimately save time by avoiding costly missteps. Plus, some many complexity-based methodologies and techniques can facilitate true inclusivity of large groups in a very efficient and cost-effective way.

2. The Myth of All-or-Nothing Inclusion
   A common misconception is that inclusivity requires involving everyone in every decision, leading to a perception that it’s unmanageable or inefficient. This "all-or-nothing" mindset can cause leaders to revert to exclusionary practices. The truth is that inclusivity doesn’t mean everyone has to be involved in every decision. Still, it does mean that the right people—those affected by and responsible for the implementation—are engaged early in the process.

3. Subconscious Elitism
   Without realizing it, many leaders hold the belief that only certain individuals are capable of contributing valuable insights on specific matters. This subconscious elitism can stifle innovation and undermine the principle of inclusivity. Leaders who hold this mindset may overlook those who are closer to the day-to-day realities of the work or who have different but equally important perspectives. The solution is to challenge these assumptions and recognize that diverse voices offer valuable contributions that can lead to better decision-making.

4. Fear of Complexity and Messiness
   Inclusivity can feel messy—more voices in the room can lead to longer conversations, potential conflicts or interests, and more complex decision-making processes. Leaders who fear this messiness may prefer to keep decision-making streamlined, involving only a few people -usually people who think similarly. But, as the saying goes, “When everybody thinks the same, nobody is thinking.” Simplifying the decision-making process by involving only those who share the same perspective, blinds them to better, more effective solutions and approaches. Also, complexity is not something to be avoided; it is where creativity and innovation thrive. Embracing the “mess” of inclusivity leads to richer discussions and more sustainable solutions. Finally, as I mentioned before, many techniques make the process more structured without sacrificing diversity and inclusivity.

5. The Illusion of Control
   Leaders often feel that they must be in charge of decision-making to ensure things run smoothly and stay under control. This mindset leads to top-down decision-making and reinforces exclusionary practices. However, true inclusivity recognizes that decision-making is inherently systemic and holistic. The most effective outcomes arise when leaders trust the process, involve others, and share ownership over the decisions and solutions.

Principles and Practical Applications

Incorporating inclusivity into your leadership approach doesn’t have to be complicated.  It starts with recognizing the power of diverse perspectives and creating the right environment and facilitation for them to flourish. Below are three principles to guide you, followed by practical steps you can implement immediately.

Principle 1: You are responsible for the conditions that nurture inclusivity.

Inclusivity is not something that happens by chance; it is a deliberate leadership choice. As a leader, it’s your responsibility to create an environment where all voices can be heard and people feel empowered to contribute meaningfully. Inclusivity begins with fostering psychological safety, ensuring that team members know their input is valued and will be acted upon. The more you cultivate this environment, the more ownership your team will feel over the outcomes.

Try This: In your next team meeting, before making any decisions, take a moment to consider who is affected or could influence the implementation and outcome. Ask yourself: Whose voice haven’t I heard yet? Then, invite those individuals into the conversation, ensuring they are part of the process from the beginning.

Principle 2: Inclusion starts with the analysis of the situation, not just the approval of your solution.

Too often, inclusivity is introduced at the final stages of decision-making, when people are asked to approve or contribute to a solution that has already been determined. However, real inclusivity begins when diverse perspectives are engaged at the very start—during the analysis of the problem itself. This ensures that the solutions developed reflect the needs and insights of the entire team, not just a select few.

Try This: In your next brainstorming session, begin assuming you don’t fully understand the problem. Invite your team to collectively create a shared understanding of the issue. This opens up space for new ideas and alternative solutions that might not have been considered if the problem was defined from a limited perspective.

Principle 3: Decision-making is holistic and systemic, even when you think you're in control.

Leaders often believe they can control decisions and outcomes by limiting the number of people involved in the decision-making process. However, decision-making within organizations is inherently holistic and systemic. Every decision you make affects multiple layers of the organization, and the ripple effects can be far-reaching. To be truly inclusive, leaders must recognize that they are never fully in control and that the best outcomes emerge when the system as a whole is engaged.

Try This: Look at your last significant decision and reflect on how it affected different parts of your organization. Who wasn’t involved in the conversation but should have been? Reach out to those individuals and ask for their feedback on what might have been missed. This practice not only opens up valuable insights but also fosters a culture where everyone feels their perspective matters.

A Story of Missed Inclusivity

To illustrate the impact of inclusivity, let me share a composite story based on real experiences I’ve encountered in my work with non-profits.

Bright Horizons, a non-profit dedicated to providing educational resources to underserved communities, had been facing declining engagement in its flagship after-school tutoring program. The organization, led by Susan, a well-intentioned executive director, had been grappling with the issue for months. Multiple meetings were held, and strategies were discussed at the leadership level, but none seemed to resolve the problem.

During one of the final strategy meetings, Maria, a program coordinator who had been with the organization for several years, was finally asked to join the conversation. Maria worked closely with the community and had firsthand knowledge of the challenges participants faced. She had not been included earlier because Susan, caught up in managing leadership-level concerns, had overlooked Maria’s direct connection with the program’s audience. It wasn’t out of malice, but out of a belief that the higher-level strategy conversations didn’t need input from those “on the ground.”

When Maria was asked for her insights, she quickly identified the core issue: the program’s hours conflicted with the working schedules of many of the parents in the community, making it difficult for them to bring their children to tutoring sessions. Maria’s understanding of the community had been a missing link in the earlier strategy sessions.

Realizing this, Susan immediately tasked Maria with assembling an ad hoc group that included both staff and community members to identify holistic solutions. Within a few weeks, the group gathered input from various stakeholders and proposed several changes to the program’s structure, including offering more flexible hours and creating a volunteer network to help with transportation.

Implementing Maria’s solution was surprisingly cost-effective—requiring only a modest adjustment to staff schedules and a small budget for volunteer coordination. The result? Participation in the tutoring program increased by 40% within three months, and overall community engagement improved dramatically.

The lesson from Bright Horizons is clear: The system often knows how to solve complex problems if you let it. By excluding Maria and her direct connection to the community from the early conversations, the organization had missed a critical opportunity to resolve the issue sooner. When inclusivity was finally embraced, the solution emerged quickly, effectively, and at minimal cost.

Inclusivity and Intersectional Leadership

At the core of intersectional leadership, which I advocate for, is the understanding that inclusivity is essential for creating systems that are both resilient and adaptive. Non-profits, in particular, thrive when they embrace inclusivity as a guiding principle. It leads to more innovative solutions, stronger community engagement, and, ultimately, greater impact. When leaders take the time to ensure all voices are heard, they foster a culture of belonging that transcends individual projects and drives long-term success.

Inclusivity in leadership is not optional—it is a requirement for any organization that seeks to create lasting, meaningful change. By embedding inclusivity into your leadership practices, you will not only create a more engaged and empowered team but also build a stronger, more sustainable organization that can navigate the complexities of today’s world.

As we move through October and continue to explore The Purpose Playbook theme of organizational sustainability, I encourage you to reflect on how you can nurture inclusivity in your leadership practice. Remember, inclusivity is not about participation—it’s about creating the conditions where everyone feels seen, heard, and valued from the very beginning. Above all, remember: the system knows how to solve complex problems if you let it.

About The Purpose Playbook Series
Created by Dr. Virginia Lacayo, the founder of the Intersectional Leadership Model and a lifelong advocate for systemic change, The Purpose Playbook offers practical strategies to help non-profit leaders, board members, and donors ensure their organization’s long-term sustainability and impact. With her deep expertise in communication for social change, complexity science, and mindset coaching, and her practical experience as the President of one of the most impactful women’s funds in Latin America, Dr. Lacayo provides insights to confidently navigate today’s complex landscape. Stay tuned for more insights tailored to your mission-driven work.

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