Page 118 - Appreciative Leadership

The Genius of Inclusion 91

something about it. Indeed, we had to do something about it. As a
result, we are now not only better able to demonstrate our value of
inclusion but also more sensitive to when it is missing.
What voices, information, and ways of knowing do you consider
valid, relevant, and useful? Whose ideas do you include and validate?
What kind of information do you listen for as you make a decision?
People want leadership that is inclusive; that invites the ideas,
thoughts, and feelings of diverse people; and that recognizes and affi rms

the good work of many different people. People are “turned off ” by lead-
ership that leaves them out of the story or makes them less important
than others. Helen’s “tale of two authors” makes this point clearly:

I received a copy of a highly acclaimed new book. Th e topic
was of great interest to me, and the authors were respected
authorities in the field. When it arrived, I made a cup of tea

and settled in for an afternoon of reading. Within a short time

I stopped reading and put the book down, never to pick it up

again. In the first three chapters of the book, only the voices,
experiences, and ideas of men were included. There were no

citations or references to the work and ideas of noted women
executives, professors, or practitioners. I could not believe it.

The year was 2008. How could this be?
In contrast, a few days later I received another new book

in the fi eld. This book abundantly quoted, cited, and referred
to the work of female as well as male colleagues. It contained
photographs of women and people of color at work. It was
an inclusive document. As a result, I found it easy to read, to
refer to others, and to draw upon in my work.

The more broadly you allow yourself to think and feel, the more
welcoming you will be to others’ diverse thoughts and feelings. By
expanding your capacity to seek out both sides of an issue or multiple
perspectives in any situation, you expand your capacity for inclusion.