4
BELONGING
We’re not here to make the case for diversity and inclusion. Yes, that case still needs to be made in some organizations or, to be more precise, still needs to be better understood and more widely embraced. If you or someone you love is in this camp, convinced that inclusion is a nice-to-have management luxury, to be prioritized only after you solve more important business problems, then we will first refer you to the fantastic scholarship on the competitive advantage and moral imperative of being a champion for difference. One headline is that true inclusion—not just diversity—will help you solve those business problems faster and better.1
As we began to explore in our chapter on trust, organizations win when people can bring their ...
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