Sile Walsh

As International Women’s Day approaches, it’s a timely moment to reflect on its purpose and how organisations engage with it. Over the years, I’ve spoken at many events on both International Women’s Day and International Men’s Day, because, for me, the freedom of one is embedded in the freedom of all.

However, a couple of years ago, I made a conscious decision: I no longer speak at International Women’s Day events for organisations that aren’t actively working towards gender equity. I realised that in some cases, these events were simply for publicity rather than a genuine commitment to inclusion. Instead, I now speak only at events where the organisation has made meaningful strides in gender equity, either by working with me directly or by demonstrating a sustained, tangible commitment to progress.

This shift has meant doing fewer talks, but it ensures that when I do speak, it’s not tokenistic. It’s about real impact, not the ‘cupcake celebration’ approach to inclusion where the optics of celebration outweigh the structural changes needed for real progress.

What Inclusive Leadership Isn’t

Inclusive leadership is at the core of creating workplaces where everyone can perform and thrive. Yet, there are common misunderstandings about what it actually means. As we approach International Women’s Day, it’s important to clear up some of these misconceptions especially for women in leadership.

1. It’s Not About Being ‘Nice’ or Politically Correct

Inclusion isn’t about being agreeable or polite. You can be nice and still fail to facilitate belonging and value uniqueness, which is the essence of inclusion.

Belonging without uniqueness leads to assimilation where people feel pressure to conform rather than bring their full selves to work.

Uniqueness without belonging fosters individualism, where people stand out but aren’t truly integrated into decision-making or leadership.

2. It’s Not About Knowing Everything

Some leaders feel they need to be experts in every diversity label and identity need. Ironically, this can lead to less listening, more stereotyping, and a fear of making mistakes which ultimately stifles inclusion.

For women in leadership, this is particularly relevant. The ‘prove-it-again’ bias means women often feel they must demonstrate expertise more than their male counterparts. But inclusive leadership isn’t about knowing it all, it’s about creating spaces where diverse voices contribute to decisions.

3. It’s Not About Never Making Mistakes

A fear of getting it wrong often holds leaders back from fully engaging with inclusion. But mistakes are part of leadership. The real skill is repairing mistakes, learning from them, and moving forward.

Women often face harsher consequences for mistakes than their peers due to gendered biases around competence. Inclusive leadership acknowledges this and ensures that mistakes don’t become career-defining setbacks.

4. It’s Not Just Senior Leaders’ Responsibility

Inclusive leadership is often positioned as senior leadership’s job. While senior leaders have a crucial role, everyone in an organisation contributes to inclusion whether privileged or marginalised, senior or junior.

Women in leadership frequently take on more invisible labour, including mentoring, emotional support, and culture-building, which isn’t always recognised. Organisations need to distribute the responsibility for inclusion more equitably.

5. It’s Not a Tick-Box Exercise

True inclusion isn’t performative. If an organisation can’t explain how inclusion happens in daily operations, it’s not truly embedded. Leaders should be able to answer:

How do we measure inclusion in our organisation?

Can we give concrete examples of inclusive leadership in practice?

How do we ensure that inclusion is part of how we lead, not just a campaign or an annual event?

6. It’s Not Just a Version of Servant Leadership

Inclusive leadership isn’t about serving people, it’s about using inclusion as a tool to lead effectively.

For women in leadership, this distinction is critical. Research shows that when women engage in social power effectively, it strengthens their leadership position, rather than working against gendered expectations. Engaging in inclusive leadership as a form of social power is a valuable way to lead authentically and effectively.

7. It’s Not Just About Intentions, It’s About Impact

Saying, “I intend to be inclusive”, doesn’t mean much if the impact isn’t there. Inclusion is about outcomes, not just the belief that you’re doing the right thing. Leaders need to ask:

Are my team members experiencing inclusion in their day-to-day work?

Do my policies and decisions create equity, or just maintain the status quo?

Who is benefiting from our leadership culture, and who is left out?

Women in Leadership: A Subcategory or an Unmet Need?

A final reflection as we approach International Women’s Day: Women in leadership isn’t a subcategory of leadership.

Too often, leadership is framed around a default identity white, male, middle-class, able-bodied and everything else is treated as an ‘alternative’ form of leadership.

When I talk about women in leadership, I’m not comparing women to men, I’m talking about women as an underserved group of leaders who have unique needs. These needs should be addressed, not as an ‘alternative’ to leadership, but as a fundamental part of how leadership should function for everyone.

The focus shouldn’t be on being a “woman leader” but on being an effective leader who happens to be a woman.

As organisations prepare for International Women’s Day, the question isn’t “What event are we hosting?” it’s “What meaningful action are we taking?”

Are we embedding inclusion into our leadership approach, or just celebrating it once a year?

Are we addressing the additional responsibilities and biases that female leaders face?

Are we making leadership equitable for all identities, not just adapting it to those who fit the ‘traditional’ mould?

Research in psychology has revealed the Dunning-Kruger Effect, a cognitive bias in which individuals with low ability in a particular area overestimate their competence. This phenomenon, named after psychologists David Dunning and Justin Kruger, occurs because individuals lack the self-awareness to recognise their own shortcomings. Conversely, highly competent individuals may underestimate their abilities because they assume others possess similar expertise. While the Dunning-Kruger Effect is often associated with humor and anecdotes, its implications are far-reaching, particularly in the workplace and leadership.

Connection to Leadership

In leadership, the Dunning-Kruger Effect can create significant challenges. Leaders unaware of their own limitations may make overconfident decisions without seeking input or considering alternatives. This overconfidence can lead to missteps, impacting not only their credibility but also the organisation's success. Additionally, leaders who fall prey to this bias may dismiss valuable contributions from team members, stifling innovation and collaboration.

Team dynamics can also suffer. When leaders overestimate their abilities, they may inadvertently micromanage, assuming they are the most qualified to handle tasks. Alternatively, they might promote underqualified individuals based on flawed judgments. Both scenarios can disrupt trust, morale, and overall team performance.

The inability to recognise personal weaknesses may also hinder professional growth. Leaders resistant to feedback or blind to their own developmental needs risk stagnation. In a fast-paced and evolving workplace, this can be detrimental to both individual and organisational progress.

Practical Strategies for Addressing the Dunning-Kruger Effect

To mitigate the Dunning-Kruger Effect and its impact in the workplace, leaders can adopt the following strategies:

Foster Self-Awareness Encourage regular self-reflection to evaluate strengths, weaknesses, and areas for growth. Tools such as 360-degree feedback, personality assessments, and executive coaching can provide insights into blind spots.

Cultivate a Learning Mindset Embrace a culture of continuous learning. Leaders should actively seek opportunities to expand their knowledge and skills, acknowledging that expertise is an ongoing journey, not a destination.

Leverage Diverse Perspectives Build diverse teams and actively solicit input from employees with varied expertise and experiences. Valuing different viewpoints can lead to more informed decision-making and reduce overconfidence.

Encourage Open Feedback Create a workplace culture where honest, constructive feedback is welcomed and encouraged. Leaders should model openness to feedback by actively listening, asking clarifying questions, and acting on suggestions.

Delegate Wisely Recognise the strengths of team members and delegate tasks accordingly. Empowering employees not only boosts their confidence but also ensures that tasks are completed by the most qualified individuals.

Acknowledge Uncertainty In situations where knowledge or experience is limited, leaders should openly admit uncertainty and seek advice from experts. This transparency fosters trust and demonstrates humility.

Invest in Professional Development Provide opportunities for leadership training focused on emotional intelligence, decision-making, and cognitive bias awareness. This equips leaders to recognise and counteract biases like the Dunning-Kruger Effect.

The Dunning-Kruger Effect serves as a reminder of the importance of self-awareness and humility in leadership. By recognising and addressing this cognitive bias, leaders can foster a culture of openness, collaboration, and continuous improvement. This not only enhances their effectiveness but also creates a workplace environment where innovation and growth thrive. In today’s dynamic and complex work environment, the ability to acknowledge one’s limitations and leverage the strengths of others is a hallmark of truly impactful leadership.

In this episode of The Leadership Zone, we delve into a fascinating discussion with Gervase Bush, a seasoned leadership and organisation development expert. Boasting over four decades of experience, Gervase has masterfully blended academic insight with practical application, forging new avenues for understanding and implementing organisational change. His expertise in Dialogic Organisation Development (OD) provides a compelling view on driving transformational change effectively.

The Emergent Approach to Change

Gervase introduced us to the "generative change approach," which stands out as a highly effective strategy for rapidly transforming organisational culture and fostering innovation. This approach is fundamentally emergent, thriving on bottom-up initiatives rather than the traditional top-down enforcement. Such emergent strategies have proven not only practical but essential in rapidly changing business environments where traditional methods fall short.

Vertical Development and Leadership Evolution

The conversation then shifted towards the concept of vertical development in leadership. Gervase emphasised the growing necessity for leaders to operate at higher stages of development to navigate the increasing complexity of organisational environments effectively. This requires shifting from traditional leadership roles to more nuanced and flexible roles that can manage the delicate balance between stability and change, coordination and autonomy.

The Role of AI in Leadership Dynamics

Gervase’s insight into integrating artificial intelligence (AI) in the workplace was a particularly intriguing aspect of our discussion. He predicts a significant transformation in the way leaders and teams operate, with AI becoming an integral part of daily interactions and decision-making processes. This integration poses unique challenges and opportunities for leadership, especially in terms of team dynamics and the role of AI in decision support.

Practical Implications for Today’s Leaders

Gervase’s insights are particularly relevant for today’s leaders who are navigating the complex interplay of human and technological interactions within their organisations. His advice underscores the importance of embracing a generative, emergent approach to change, encouraging leaders to foster an environment where ideas can flourish from the ground up, and where leadership is about enabling rather than dictating.

Gervase Bushe's extensive experience and innovative approaches to leadership and organisational development, particularly within Dialogic OD, the Emergent Approach, and Vertical Development frameworks, provide invaluable insights for leaders and HR professionals looking to push the boundaries of what is possible within their organisations. His perspectives not only challenge the conventional paradigms of leadership but also offer practical strategies that can be implemented to drive significant and sustainable change.

In a thought-provoking discussion, Shane, a leadership coach from Wicklow, Ireland, delves into the critical aspects of leadership that define success beyond the traditional metrics. The conversation highlighted that leadership and meaningful success are interconnected with one's ability to introspect and evolve. Shane points out that the unintended positive consequences of this inner work often manifest in enhanced relationships, both in personal and professional spheres. This aligns with transformational leadership skills that extend beyond the workplace, influencing one's family life and social interactions positively.

Breaking Systemic Barriers in Leadership

The discussion also covered the systemic barriers that often impede leaders' progress. It highlighted the unique challenges faced by different identities within the leadership realm, with a particular focus on men. Many male leaders contend with societal expectations that stifle emotional expressiveness, which is essential for effective leadership. The conversation advocated for a shift in perception, viewing emotional intelligence as a strength rather than a weakness, thereby encouraging leaders to embrace and develop this crucial skill.

The Role of Emotional Intelligence in Leadership

Emphasising the importance of emotional intelligence in leadership, Shane shared insights into how self-awareness and emotional management are pivotal in fostering a conducive work environment. He discussed how these skills enable leaders to navigate the complexities of modern-day leadership, which requires a balance between achieving goals and managing the well-being of their teams.

Leaders today need to be adept at managing stress, as it not only affects their performance but also the morale of their teams. Shane’s perspective on leadership development is holistic, focusing on nurturing leaders’ capabilities to manage both their professional responsibilities and personal well-being efficiently.

Transformational Leadership Skills for the Future

Looking ahead, it is underscored that leaders need to cultivate transformational skills that can adapt to rapid changes in the global business landscape. Emphasizing the importance of fostering diversity of thought and perspective is highlighted as essential for innovation and problem-solving within diverse teams.

The conversation concluded with a powerful note on the potential for personal growth that leadership positions entail. Shane’s narrative is a compelling reminder of the deep connection between personal development and professional excellence, urging current and aspiring leaders to invest in understanding and refining their inner world as a pathway to true leadership success.

For anyone involved in leadership or aspiring to such roles, this discussion serves as a critical reminder of the power of self-awareness and emotional intelligence in crafting a successful and fulfilling career. Shane's insights offer invaluable guidance for anyone looking to enhance their leadership skills in today’s complex and fast-paced world.

Enhance Your Leadership Skills

Get the full story on how to navigate leadership in today's complex world by listening to Shane Craddock’s complete interview. Access the full episode on youtube or listen to the podcast episode.

AI, algorithms, and workplace dynamics are all influencing not only our individual experiences but also the performance of our organisations as a whole. In this article, we explore how leadership, middle management, and mental health intersect—and how leaders can balance the demands of servant leadership and organisational performance.

Joining us is Kate Minogue, an expert in data and AI strategy with a decade of experience in large corporate environments. Through our conversation, we shine a light on the often-overlooked challenges that middle managers face and the critical role they play in sustaining healthy, high-performing organisations.

The Complexity of Modern Leadership

In today’s workplaces, leaders are tasked with navigating multiple, intersecting demands. Technology, data, and human factors are all in play, and leaders must be able to balance them effectively. As Kate Mano highlights, middle managers often absorb these pressures while also supporting their teams and communicating with senior leadership.

This reality makes mental health a core leadership issue. The mental well-being of middle managers, who sit at the heart of organisational dynamics, has a profound effect on overall performance.

Kate’s career spans data science and analytics roles in organisations such as Meta and Bank of Ireland. During her tenure, she witnessed significant change, disruption, and varying leadership philosophies. These experiences led her to recognise a critical blind spot: while mental health support is increasingly discussed for employees, the mental health of managers and leaders is often neglected.

The Human Element of Middle Management

Middle managers are the linchpins of organisational performance. They are tasked with:

Implementing company strategies.

Supporting their team members’ needs.

Managing their own workloads and personal well-being.

However, as Kate points out, middle managers often find themselves in a “squeeze”—absorbing the stress of their teams while representing the company’s objectives. This dual responsibility, combined with a lack of training or support, leads to burnout.

Kate emphasises the importance of understanding that managers are people too. They need boundaries, self-care, and organisational structures that support their role. When these supports are absent, the risk of burnout skyrockets, and organisational performance suffers.

The Hidden Costs of Burnout

Burnout in middle management has ripple effects throughout an organisation. Research by Lean In and McKinsey highlights that burnout disproportionately affects middle managers, particularly in volatile times marked by reorganisations, layoffs, and global crises.

Burnout is not simply a matter of feeling “tired”—it can take months or even years to fully recover. As Kate explains, short-term fixes like a week off are rarely enough. True recovery requires a holistic approach that includes:

Self-Care: Prioritising sleep, physical health, and personal boundaries.

Community Care: Building supportive relationships inside and outside of work.

Organisational Support: Implementing structures that distribute workloads equitably and provide mental health resources.

Ignoring the mental health of middle managers creates a fragile system where individuals absorb more pressure than they can sustain. This short-term “heroism” often leads to long-term deficits in performance, team morale, and retention.

Servant Leadership: A Double-Edged Sword?

Servant leadership is often touted as a progressive alternative to authoritarian styles. It focuses on serving the needs of team members, fostering collaboration, and creating a supportive environment. While this philosophy has tremendous potential, it can also become a trap if taken to extremes.

Kate shares her experience of being drawn to servant leadership, only to realise that her natural inclination to “give” led to personal burnout. Servant leadership, like any model, requires balance. Leaders must recognise when serving others starts to deplete their own resources. Effective leaders know that serving others does not mean excluding themselves from care and support.

This is where boundaries come into play. Middle managers must learn to discern when to advocate for their teams, when to uphold organisational goals, and when to prioritise their own well-being. Without this balance, the very practices designed to empower teams can end up harming the manager and the organisation.

Practical Steps for Leaders and HR Professionals

To address these challenges and foster sustainable organisational performance, consider the following interventions:

Mental Health Training: Encourage managers to participate in programmes like Mental Health First Aid. These courses provide practical tools for recognising signs of mental distress and knowing when to refer team members to professionals.

Support Systems for Middle Managers: Implement mentoring, coaching, and peer support networks to help middle managers navigate their roles.

Boundaries and Self-Care: Promote the “put your own oxygen mask on first” philosophy. Remind managers that they cannot effectively support others if they are neglecting their own needs.

Community Care Initiatives: Facilitate opportunities for play, creativity, and social connection. Recognise that these activities are not indulgences but essential components of mental well-being and performance.

Organisational Accountability: Ensure that systems and processes are in place to prevent middle managers from absorbing unsustainable workloads. Performance and mental health are organisational responsibilities, not just personal ones.

A recent study by Gehlbach et al. (2024) explored how individuals make decisions when they believe they have sufficient information. Participants were asked to make recommendations about merging two schools after reading different sets of information. Surprisingly, those with only partial information felt just as confident in their decisions as those with comprehensive insights. Most participants stuck with their initial conclusions even when presented with additional data.

This research underscores a critical lesson for leaders: confidence does not always equate to competence. In a workplace setting, this illusion of adequacy can hinder inclusive decision-making and block innovation.

The Leadership Connection

The Overconfidence Trap

Leaders often operate under pressure to appear decisive, amplifying the illusion of knowing. When leaders believe they have all the facts, they may inadvertently exclude valuable perspectives or ignore critical gaps in understanding. This can lead to decisions that fail to reflect the complexity of workplace dynamics.

Inclusive Decision-Making

An inclusive leader recognises the importance of diverse inputs. By actively seeking out the perspectives of team members with different lived experiences, leaders can uncover blind spots and create more equitable and effective solutions.

Fostering Curiosity and Humility

The study emphasises the need for curiosity and humility in decision-making. Leaders who approach decisions with the mindset that “there’s always more to learn” are more likely to ask thoughtful questions, encourage dialogue, and make better-informed choices.

Navigating Resistance to Change

The research also highlights how resistant people can be to changing their minds, even when presented with new information. For leaders, this underscores the importance of creating psychological safety so team members feel comfortable reconsidering their positions without fear of judgment.

Practical Strategies for Leaders

Ask Open Questions: Before deciding, ask yourself and your team, “What might we be missing?” or “Who else should we consult?”

Encourage Diverse Perspectives: Create space for team members to share their views, especially those who might typically hold back.

Normalise Change: Show that evolving a decision based on new information is a strength, not a weakness.

Model Curiosity: Demonstrate your willingness to learn by seeking out additional data or perspectives.

Leadership is not just about making decisions—it’s about making informed decisions. By acknowledging the limits of our knowledge and staying open to new information, leaders can foster more inclusive, effective, and innovative workplaces.

In this month’s leadership book club, we reviewed Surrounded by Idiots, a book that explores understanding people’s personality traits through a colour-coded framework – blue, yellow, green, and red. The book is based on the Insights Discovery model, which categorises people into these four colours, each representing different behavioural traits. The goal is to improve how we work with others by understanding their personality and work behaviours in the workplace.

While the book offers some useful insights, particularly for leaders seeking to improve team dynamics and work inclusion, it raises important questions about how we use such frameworks in real-life organisational settings. In this post, we'll dive into the main takeaways from the book and discuss how leadership styles, personality assessments, and a focus on inclusion can influence team performance and workplace culture.

The Appeal of Simplified Personality Assessments

The Surrounded by Idiots model is appealing because it simplifies personality and work behaviours in the workplace into easy-to-understand categories. By identifying whether someone is a blue (analytical), yellow (inspiring), green (supportive), or red (determined), the idea is that you can understand their natural tendencies and work more effectively together.

For many leaders and HR professionals, these personality assessments can be a useful tool to foster better communication and collaboration. However, the simplicity of the model also brings some concerns. One key challenge is that people may begin to over-simplify others, putting them into boxes and expecting them to behave in a certain way because of their assigned colour. This can lead to misunderstandings and missed growth opportunities, both individually and as a team.

Leadership Styles: Flexibility and Adaptation

One of the key discussions from our book club was how people often use personality assessments as an excuse for their behaviour. A common problem arises when someone says, “I’m just a red,” or “I’m naturally a blue,” and therefore expects others to accommodate their behaviour. This can hinder personal growth and, more importantly, the development of effective leadership styles.

Effective leaders need to adapt their style to the needs of those they lead. This is essential in achieving high-performance teams, as leaders must engage with all personalities, not just those they find easiest or most comfortable. Strong leaders develop the flexibility to work across different personality types, regardless of their own preferences. This adaptability enhances their ability to manage team dynamics and encourage work inclusion. In this context, personality assessments should not be used as a rigid framework but as a starting point for deeper conversations about how people can work better together.

The Risk of Weaponising Personality Assessments

Another crucial point raised in the book club discussion was the potential for assessments like Surrounded by Idiots to be weaponised. When people use their assigned colour as a reason for their behaviour, it can undermine team cohesion and work inclusion. Instead of using these tools to foster understanding, they may be used to justify unproductive or toxic behaviours.

As leaders, it’s important to create a culture where personality assessments are used constructively. The focus should be on developing self-awareness, building emotional intelligence, and improving the ability to work across various personality types. These tools should be seen as opportunities for growth, not just ways to categorise or limit people.

The Complexity of Personality and Work Behaviours in the Workplace

While Surrounded by Idiots provides a useful entry point for thinking about personality and work behaviours in the workplace, it simplifies what is, in reality, a highly complex area. People are not just one colour; they are dynamic and multifaceted, with behaviours that can shift depending on context, stress, and other factors.

Furthermore, personality is influenced by many factors, including cultural background, past experiences, and even organisational context. The book does not adequately address how these external factors can shape a person’s behaviour, which is an important oversight when considering team dynamics in a globalised workplace.

Promoting Work Inclusion Through Understanding

A key takeaway from the discussion is that personality assessments can support work inclusion when used appropriately. By understanding that people’s behaviours are influenced by their personalities, needs, and circumstances, leaders can adapt their approach to meet the diverse needs of their teams. Inclusion is about embracing differences and creating a space where everyone feels valued for who they are and how they contribute.

When we consider team dynamics, it's clear that a diverse range of personalities contributes to the team's overall success. Teams made up of individuals with varied strengths and perspectives can generate more creative ideas and innovative solutions. Leaders who understand and navigate these differences effectively can foster a culture of inclusion that benefits both individuals and the organisation as a whole.

The Bottom Line: Using Personality Assessments Effectively

while Surrounded by Idiots provides a helpful framework for understanding leadership styles and personality traits, it’s essential to recognise its limitations. Personality assessments should not be used to justify behaviour but to enhance self-awareness, improve communication, and foster inclusivity in the workplace. Leaders who develop the ability to work with people across all personality types will be more effective in driving positive team dynamics and achieving work inclusion.

For HR professionals, it’s important to ensure that personality assessments are used thoughtfully and responsibly, integrating them into a broader strategy for developing leadership capabilities and fostering an inclusive culture. When used correctly, personality assessments can be a valuable tool in unlocking the potential of individuals and teams.

If you're interested in exploring these ideas further, join our monthly book club and gain access to a variety of resources designed to help you integrate leadership insights into your daily practice. You’ll find cheat sheets, chapter summaries, and reflective questions to guide your learning, even if you don’t have time to read every book.

Recently, we had the pleasure of hosting Hilary O'Connor, a solicitor with two decades of experience and a skilled mediator. Hilary shared invaluable insights on the power of mediation over litigation in handling workplace conflicts. Here’s a deep dive into our discussion, exploring how leaders and HR professionals can better navigate conflicts in the workplace through mediation.

The Case for Mediation over Litigation

Traditionally, when conflicts arise, many instinctively consider litigation, seeing it as the ultimate route to justice. However, litigation is often a costly and emotionally exhausting, with more than one "loser" by the end. Mediation, on the other hand, is a more cost-effective, collaborative process that allows both parties to solve without the expense and strain of a courtroom battle.

Mediation is gaining traction in Ireland and is well-established in the UK, other parts of Europe, and the US. It allows individuals and organisations to resolve disputes confidentially and voluntarily. As Hilary emphasises, mediation often results in a more cathartic, satisfying outcome, with the parties retaining ownership of the resolution. In contrast, litigation can be a draining and uncertain experience, where participants yield much of their control to the legal system.

Why Mediation Works in the Workplace

Conflicts in the workplace affect not only the individuals involved but also the broader team dynamic and, ultimately, productivity. Mediation offers a proactive solution that can prevent conflicts from escalating. In Hilary’s experience, when parties come together with a mediator, they often discover that much of the dispute has stemmed from misunderstandings. Non-verbal cues, for instance, are easily misinterpreted, especially in high-stress situations, and assumptions can quickly build into serious grievances.

In workplace settings, organisations sometimes turn to mediation simply to tick a box rather than genuinely seeking resolution. However, for mediation to work, both parties must come with an open mind, willing to listen to each other’s perspectives. When done thoughtfully, mediation helps rebuild relationships, allowing both parties to gain clarity on the issue's root and work together toward a sustainable solution.

The Role of Emotional Awareness in Mediation

Hilary highlights that effective mediation requires addressing the emotions behind the conflict. Emotions like anger or sadness often drive disputes, and recognising and validating these feelings is essential to resolution. Mediation provides a safe space where these emotions can be expressed and understood. Without this emotional release, unresolved feelings can intensify the conflict, creating a cycle of negativity.

In contrast to litigation, where an external judgement is handed down, mediation involves both parties taking responsibility for their role in the conflict and working together to create a shared solution. This collaborative approach is especially beneficial in workplace disputes, where relationships and ongoing interactions are essential.

Mediation vs. Litigation: The Practical Benefits

Control Over the Process: In mediation, both parties retain control over the outcome, while litigation places decisions in the hands of a judge. This can make mediation a less intimidating option, particularly for those who feel disempowered in a conflict.

Cost Efficiency: Litigation is expensive and time-consuming, often requiring months or even years to resolve. On the other hand, mediation can be done in a day or over several short sessions, making it a much more accessible option for organisations.

Confidentiality: Mediation is private, whereas litigation creates public records. This confidentiality can help protect reputations and preserve relationships, especially in professional settings.

Emotional Wellbeing: Going to court is emotionally draining. Mediation can help by addressing the emotions underlying a dispute and validating each party’s experience, leading to a more satisfying, long-lasting resolution.

Building a Culture of Early Intervention

In Hilary’s view, many workplace conflicts escalate unnecessarily because mediation is not introduced early enough. When minor grievances go unaddressed, they fester, turning into entrenched conflicts where both parties are locked into a “win-lose” mindset. Bringing a mediator in sooner could prevent these misunderstandings from hardening into rigid positions.

Many workplace disputes stem from misunderstandings that escalate when individuals assume negative intent in others. With time, these assumptions build up, leading to a confirmation bias where each party only sees evidence supporting their side of the story. By the time mediation is introduced, the emotional investment in “winning” can be so strong that it obstructs the path to resolution.

Hilary encourages leaders to create a workplace culture where informal discussions are welcomed and where mediation is seen as a proactive, supportive step, rather than a last resort. Early intervention can keep misunderstandings manageable and prevent small conflicts from developing into serious issues that impact team morale and performance.

How to Approach Mediation Successfully

Understanding how to approach mediation can greatly impact its effectiveness for leaders and HR professionals. Hilary suggests that to benefit from mediation, participants should come to the table with an open mind and a willingness to listen. Mediation is not about proving one’s point or seeking external validation but finding a resolution that benefits all parties involved.

She also points out that mediation requires individuals to recognise their part in the conflict and consider what compromises they’re willing to make. This approach helps cultivate a more nuanced understanding, where each party sees the other’s perspective. Leaders can support this by emphasising that mediation isn’t about winning or losing but fostering a harmonious, productive work environment.

Key Takeaways for Leaders and HR Professionals

Encourage Early Mediation: Address issues before they escalate. Early intervention can prevent minor disputes from festering and help preserve team dynamics.

Foster Open Dialogue: Promote a culture where employees feel comfortable discussing grievances before they become entrenched conflicts.

Emphasise Responsibility: Encourage participants to recognise their role in the conflict, fostering a mindset that focuses on shared solutions rather than assigning blame.

Prioritise Emotional Wellbeing: Unresolved workplace disputes can leave lasting emotional scars, affecting employee satisfaction and productivity.

Highlight Confidentiality: Ensure employees understand that mediation is a confidential process that won’t be used against them in future proceedings.

Mediation offers a valuable alternative to litigation, especially in the workplace, where relationships and ongoing collaboration are key. While litigation may offer a clear-cut judgement, it often leaves lasting financial and emotional scars. Mediation, by contrast, empowers participants to work together towards a mutually beneficial resolution, fostering a healthier, more positive work environment.

Welcome to the Leadership Zone! Today, we’re thrilled to welcome Orlagh Costello, a seasoned engineer with over 20 years in the industry. Orlagh’s insight into inclusivity within engineering, especially for women, promises a thought-provoking discussion on women's unique challenges in traditionally male-dominated sectors.

Overcoming Barriers: A Woman’s Journey in Engineering

Orlagh notes the isolation that often accompanies being the only woman in the room and the pressures women face to blend in, either by "fading into the background" or "fitting in" with male colleagues. In one memorable example from early in her career, she recalls how difficult it was to find a safe restroom at her workplace.

"I was one woman among 300 men. It took a while to find a toilet for me – half a mile away – without a bolt on the door. I felt so uncomfortable that I stopped drinking water during the day," she says. "These situations have improved over the years, but I still check bathroom access during interviews, just in case."

She shared another example of the way workplace assumptions about women can limit their careers. A former manager told her she’d have to choose between a career and family, a comment Orlagh found deeply unsettling. “This was 15 years ago,” she reflects, “but the idea that women must pick one path over the other is still subtly present in some organisations.”

The Double Standard in Career Progression

Orlagh observes that while organisations today recognise biases, subtle issues persist, particularly around women’s perceived commitment to their careers versus family life. “Men’s salaries often increase when they get married, as it’s seen as stabilising. But for women, there’s an unconscious expectation that they may leave to start a family,” she explains. Orlagh describes this as a form of "benevolent sexism," where decisions are made for women based on assumptions, often without their input.

For instance, if a high-stakes project arises just as a woman returns from maternity leave, a manager might avoid assigning her to it, thinking it’s too stressful. "If they’d ask, she might be eager to dive in," Orlagh suggests, underlining the importance of allowing women to have a voice in their career choices.

Addressing Unconscious Bias: From Jokes to Name Pronunciations

The interview also delves into the role of unconscious bias in the workplace, especially how it manifests in seemingly small ways. Orlagh’s approach to her name spelling is one example: she prefers her name spelled with the "GH" (Orlagh), a detail that’s essential to her identity. "Names are significant, and it’s respectful to get them right," she explains. Correcting colleagues gently but persistently reinforces her personal standard and creates an inclusive precedent for others who may also have unique names or preferences.

Similarly, jokes and comments that might seem harmless can often carry unintended weight. Orlagh and her interviewer discuss how a person’s immediate reaction – like an automatic laugh at a questionable joke – is sometimes a coping mechanism, a form of social “flight response.” Later, reflecting on and addressing these interactions helps set standards around respect and appropriate behaviour. It’s not just about the immediate impact but creating a more respectful and mindful workplace culture.

Navigating Power Dynamics and Harmful Workplace Behaviour

The conversation touches on how workplace jokes or comments often walk a fine line between ignorance and intent. Some comments, Orlagh notes, arise from "benign ignorance" – a lack of awareness of the impact of words on others. In these cases, a quiet conversation to clarify boundaries may be most effective. However, for instances where someone is knowingly belittling others, Orlagh recommends addressing the behaviour directly, ideally in a way that maintains professional standards.

The discussion highlights how addressing unintentional biases with grace and focusing on open dialogue can cultivate a more inclusive and respectful work environment. This is especially important, Orlagh argues, for those in industries where women are in the minority and often feel the need to "fade into the background."

Encouraging Inclusive Leadership in Engineering and Beyond

Orlagh’s candid sharing of her personal experiences underscores the value of a supportive network in male-dominated industries like engineering. Leaders play a crucial role here, she notes, by creating an environment where all voices are heard, biases are addressed, and opportunities are not limited based on assumptions.

For Orlagh, "being the person you needed when you had no one" is more than a motto; it’s a mission. Her journey speaks to the power of breaking down barriers, addressing unconscious bias, and fostering a culture of inclusion for women and underrepresented groups in engineering.

Through her work, Orlagh continues to pave the way for future engineers to have a more inclusive and supportive workplace. And as leaders and HR professionals, recognising these experiences and working proactively to reduce bias can create a culture where all employees feel valued and empowered.

Setting a Respectful Tone: Your Role as a Leader

As leaders, our role is not only to guide and support but also to create environments where everyone feels safe and respected. Part of this means openly stating, “This isn’t about whether or not you can handle this—it’s about whether you should have to.” When issues like sexism, racism, or any form of exclusion arise, we set the tone by addressing them together, not leaving our team members to fend for themselves.

It's surprisingly common to hear, “No manager has ever had this conversation with me.” As a leader, this is core to the job. Team members deserve to focus on their work without worrying about managing discrimination or insensitive behaviour. We all turn up to work primarily to earn a living, and part of our responsibility is to ensure that the workplace is safe and respectful.

The Unseen Impact of Repeated Microaggressions

Microaggressions—small, often unintentional actions or comments that perpetuate stereotypes or biases—are a common challenge in diverse workplaces. While each occurrence may seem minor, over time, they can weigh heavily on individuals. Imagine repeatedly encountering jokes or comments that make you feel “othered”; the cumulative effect can be overwhelming, leading to stress, burnout, or even withdrawal from the workplace.

When team members experience microaggressions, they may internalise the idea that they simply have to “put up with it.” They may fear standing out or feel too exhausted to address the situation. But ignoring these moments can create a cycle where harmful behaviours persist unaddressed. Acknowledging these dynamics and creating space for honest feedback helps leaders build a more understanding workplace.

Boundaries at Work: Context Matters

Setting boundaries is about defining what is acceptable and unacceptable in different contexts. Personal relationships may have different norms than professional ones, and it’s crucial for leaders and team members to respect those differences. In the workplace, jokes or behaviours that may be normal among friends might not translate appropriately among colleagues. It’s essential to allow individuals the right to voice discomfort without feeling that their reactions will be dismissed or questioned.

Workplace legislation often covers discriminatory behaviours related to gender, race, age, and other protected characteristics. Even comments or jokes made in a seemingly harmless manner can have consequences, both for the individual and the organisation. Clear boundaries, however, are beneficial for everyone—they create a respectful environment where team members understand what’s acceptable.

Building Skills to Speak Up and Listen Actively

One of the most valuable skills in an inclusive workplace is the ability to communicate openly about discomfort. Rather than swallowing discomfort until it becomes too much, team members can benefit from developing skills to say, “That’s not okay with me.” For leaders, it’s essential to listen without becoming defensive. When someone voices their concerns, they’re extending an invitation to engage in a more respectful relationship.

Likewise, if you receive feedback about something you’ve said or done, consider it an opportunity. Rather than perceiving it as an attack, view it as a chance to grow and adjust your interactions. Listening actively can help build trust and foster an environment where people feel comfortable sharing their experiences.

Inclusion isn’t simply a buzzword—it’s about fostering a culture where everyone feels respected and valued. For leaders, this often means going beyond basic policies and actively engaging in conversations about what inclusivity looks like in practice. By prioritising boundaries, respecting humour in context, and encouraging open feedback, we create spaces where people can bring their best selves to work. The result? Stronger, more resilient teams ready to tackle any challenge together.

Join us for this inspiring episode on YouTube and Spotify to hear powerful insights on fostering inclusion in male-dominated fields. 

In this episode of the Leadership Zone, Síle Walsh hosts a conversation with Al Pacifico-France, an expert in leadership and inclusion, to discuss key challenges in these areas. Al shares their business psychology and organisational development background, focusing on culture change and transformational leadership. They highlight their experience working globally, particularly in the UK and Europe, often in virtual settings due to a disability, which allows them to maintain a global perspective. Al emphasises the importance of addressing the complexity and uncertainty in diversity and inclusion efforts, as leaders often struggle with balancing reputational risks and political views. They advocate for a more guiding and emergent approach to inclusion rather than one based on control or rigid rules.

Meet Al Pacifico-France

Al brings a wealth of experience in business psychology and organisational development, with a strong focus on culture change and transformational leadership. His recent work includes a global programme centred around Gestalt-based leadership, primarily addressing diversity and inclusion (D&I). Al collaborates with leaders to foster transformational development and promote inclusive practices within organisations, particularly in the UK and Europe.

Navigating Inclusion Challenges

In our discussion, Al highlighted the myriad challenges leaders face regarding inclusion. They often grapple with the desire to act ethically while aligning with organisational goals amidst differing political perspectives. The weight of reputation can inhibit decisive action, especially following high-profile movements like Black Lives Matter. Leaders frequently feel uncertain about how to respond to potential backlash, compounded by the inherent complexities of D&I initiatives.

A New Approach to D&I

Many organisations seek clear guarantees for their D&I efforts, which can inadvertently stifle meaningful change. Al believes in guiding organisations through emergent processes rather than enforcing rigid rules. He emphasises that true inclusion is a social process demanding collaboration and co-creation.

Building Trust and Relationships

Al explained that establishing trust with clients takes time and should focus on developmental experiences rather than one-off training sessions. Leaders need to acquire the skills to navigate uncertainty and formulate their moral and ethical frameworks. While some clients might expect quick fixes, Al insists on sustainable change aligning with their values and goals.

Misconceptions and the Need for Integration

A common misconception is that D&I is perceived as a separate initiative rather than an integral part of every organisational aspect. This often stems from HR’s limited influence within the C-suite. Al asserts that D&I is a collective responsibility that must be embedded in all policies rather than treated as standalone initiatives. While a dedicated D&I role can help kickstart this process, it is essential for leaders to understand the broader organisational context and their responsibilities in promoting inclusive practices.

Transforming Mindsets

Integrating D&I efforts requires a significant shift in mindset, where leaders recognise their roles in fostering an inclusive culture. Developing skills and ethical guidelines is crucial to creating a sustainable environment for inclusion. Al stressed the importance of utilising our marginalised employees as valuable resources while acknowledging that those in organisational development (OD) must first manage their trauma to engage with the communities they aim to support effectively.

Acknowledging Privilege

Leaders must also navigate their privileges, understanding that conversations about inclusion should include an awareness of these dynamics. Al pointed out that while identity is significant, it does not solely qualify someone for a role; those with less processed identity issues may sometimes be more effective. It’s essential to balance lived experiences with professional contexts, considering legal frameworks in the process.

Addressing Societal Inequities

Organisations often reflect the inequities present in society, making structural changes imperative. Al noted that an individual’s stress may arise from systemic inequities rather than personal shortcomings. For effective change, we must confront these societal issues directly.

Supporting Trauma While Ensuring Accountability

Supporting individuals experiencing trauma while holding them accountable for their roles requires the development of emotional intelligence. Al emphasised the need for practitioners to recognise how their experiences influence their responses, which is essential in fostering a supportive environment.

The Role of Supervision

Supervision plays a pivotal role in bridging the gap between knowledge and practice. Al advocates for engaging in reflective spaces that enable practitioners to understand their biases and their impact on others, particularly in the realm of diversity and inclusion.

Engaging with Voices

In practice, Al conducts interviews and focus groups to uncover fears surrounding open dialogue, whether from privileged or marginalised perspectives. He stresses the importance of creating a safe environment while inviting discomfort, acknowledging that mistakes will occur along the way. A holistic approach is vital, addressing the entirety of a person rather than isolated aspects of their identity.

In Al’s development programmes, he integrates workshops on marginalisation, exclusion, privilege, and power to foster understanding and amplify voices among participants.

Al’s insights underscore the complexity and necessity of embedding inclusion within leadership practices. By recognising the multifaceted nature of diversity and inclusion and fostering a culture of trust, accountability, and holistic engagement, leaders can navigate these challenges more effectively, ultimately driving meaningful change in their organisations.

Tune in now! Watch the full episode on YouTube or listen on Spotify for an in-depth conversation on leadership and inclusion.

I admittly reject the notion of cultural competency and prefer the term cultural attunement as described by Myirs Khan in her book Working within Diversity.

This article is about awareness and attunement, not promoting a false notion of cultural competency as a solution or support of intercultural working. The reality is that while a culture may statistically present as more or less on one of the following dimensions, it does not mean that all individuals within that culture engage with that culture as the majority do. This can lead to stereotyping rather than understanding. It also leads to viewing culture as an outsider and not considering how an insider experiences it.

Nonetheless, intercultural attunement can help us to be effective at work because a common challenge leaders face is that people are often deeply immersed in their culture, shaping their thinking and behaviour in ways they may not even recognise.

To help address this, researchers have developed tools to compare cultural differences and similarities across nations. Geert Hofstede’s Cultural Dimensions framework remains one of the most widely used and influential models. It is highly compatible with inclusive leadership (Walsh, 2024) when used as an awareness tool rather than competency.

Hofstede's research identified six key cultural dimensions to compare nations: Power Distance, Individualism vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance, Long-Term vs. Short-Term Orientation, and Indulgence vs. Restraint. These dimensions provide valuable insights into how different cultures approach relationships, authority, and social dynamics.

Hofstede’s Six Cultural Dimensions

Hofstede’s team surveyed 106 countries using questionnaires. The results were analysed and categorised into six dimensions of cultural values. Developed in the 1980s, this theory has been continuously refined and remains a key reference in understanding human behaviour across different countries.

The six dimensions are:

Power Distance: This reflects the extent to which members of a society accept hierarchical structures and unequal distribution of power. A higher score indicates greater acceptance of these structures.

Individualism vs. Collectivism: This measures whether a society prioritises individual interests over group. A higher score reflects a greater emphasis on individualism, while a lower score indicates a collectivist approach.

Masculinity vs. Femininity: This dimension refers to the roles and values associated with gender. A higher score indicates a society that values traditionally 'masculine' traits like assertiveness and competitiveness. In contrast, a lower score points to a society that values 'feminine' qualities such as cooperation and care.

Uncertainty Avoidance: This measures a society’s tolerance for uncertainty and ambiguity. A higher score indicates a greater need for rules, planning, and control, while a lower score reflects comfort with ambiguity and flexibility.

Long-Term Orientation: This dimension reflects the degree to which a culture values long-term planning, perseverance, and future rewards, versus focusing on short-term gains. A higher score indicates a long-term focus.

Indulgence vs. Restraint: This reflects the extent to which a society permits free gratification of desires related to enjoying life and having fun. A higher score indicates a more indulgent society, while a lower score points to greater social restraint.

The Role of Hofstede’s Dimensions in Inclusive Leadership

Understanding Hofstede’s cultural dimensions is essential for fostering inclusive leadership (Walsh, 2024)  , particularly in multicultural or global contexts. Leaders who are aware of cultural differences can create more inclusive environments by adapting their approach to fit the values and expectations of diverse teams.

For example:

Power Distance: In high power distance cultures, inclusive leaders need to ensure that all voices are heard despite hierarchical norms. In low power distance cultures, fostering greater egalitarianism may be key to inclusion.

Individualism vs. Collectivism: Leaders can balance individual recognition with group cohesion, encouraging collaboration while valuing personal contributions, depending on the cultural context.

Masculinity vs. Femininity: By recognising prevailing gender norms, inclusive leaders can challenge stereotypes, promote gender equity, and encourage diverse leadership styles.

Uncertainty Avoidance: In high uncertainty avoidance cultures, inclusive leaders can provide support by promoting clarity, stability, and structured decision-making processes. In low uncertainty avoidance cultures, flexibility and adaptability may be more valued.

Long-Term Orientation: Leaders who understand the importance of long-term orientation can align strategies with their team’s values, focusing on sustained growth or immediate success as appropriate.

Indulgence vs. Restraint: Leaders can create inclusive spaces by acknowledging societal norms around indulgence or restraint, ensuring that policies and team dynamics respect these values.

Hofstede’s Cultural Dimensions offer a practical framework for inclusive leadership (Walsh, 2024) , helping leaders navigate the complexities of cultural diversity. Inclusion goes beyond recognising differences—it involves adapting leadership and communication styles to ensure all voices are valued, regardless of cultural background.

References

Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organisations Across Nations (2nd ed.). Sage Publications.

Steers, R.M. et al. (2013). Management Across Cultures: Developing Global Competencies. Cambridge University Press.

This article delves into how systems thinking can transform leadership approaches. We’ll explore various systems—from global economic structures to personal nervous systems—and their implications for leadership. Through practical exercises and reflective questions, we’ll uncover how leaders can harness systems thinking to address challenges, foster collaboration, and drive continuous improvement.

What is a System?

A system is a set of interconnected components or elements that form a complex whole. These components interact according to certain rules or relationships, and their interactions contribute to achieving a particular goal or purpose. Systems can exist in various forms, including biological, mechanical, social, and organisational systems.

There are loads of system theories, and while for theorists, it matters, for leadership, we need to know how systems thinking and systems influence how we are effective.

 Key characteristics of a system include:

·       Interconnectedness: The parts or elements of a system are linked and influence each other.

·       Purpose: Systems often have a purpose or function, such as maintaining balance, producing outputs, or achieving objectives.

·       Structure: Systems have an organised structure, defining how parts relate and interact.

·       Boundary: A system has boundaries that distinguish it from its environment, though inputs and outputs may cross these boundaries.

·       Feedback: Systems often rely on feedback loops to regulate and adapt to changes, ensuring they remain functional.

 How Does a System Relate to Leadership?

In the context of leadership, viewing an organisation or group as a system emphasises the importance of understanding how different parts of the organisation interact and influence each other. A leader's role within a system is to facilitate effective functioning by ensuring that all parts are aligned, integrated, and working toward the organisation's overall goals.

 Here’s how systems thinking relates to leadership:

Holistic Perspective: Effective leaders recognise that an organisation is not just a collection of isolated departments or individuals. Instead, it's an interconnected system where decisions in one area can impact other parts. Leaders with systems thinking understand the ripple effects of their actions across the whole organisation.

Problem-Solving: Leaders who think about systems approach problems by examining root causes and interdependencies rather than just addressing surface-level symptoms. They consider how various factors—people, processes, resources—affect one another and how to balance short-term solutions with long-term sustainability.

Collaboration and Teamwork: Since systems require the different elements to work in harmony, leaders need to foster collaboration and effective communication among team members and departments. Strong leadership encourages cooperation to ensure that different parts of the system are aligned and functioning optimally together.

Adaptability and Change Management: Systems are dynamic and often need to adapt to internal and external changes. Leaders are crucial in guiding the organisation through these changes by adjusting structures, processes, or strategies in response to new information or feedback.

Feedback and Continuous Improvement: A system thrives on feedback loops. Leaders must create mechanisms for receiving and responding to feedback, allowing for continuous learning and improvement. This can involve performance reviews, open communication channels, and encouraging innovation.

In essence, systems thinking equips leaders with the tools to see the bigger picture, anticipate challenges, and make more informed, strategic decisions that benefit the entire organisation.

 The systems we work within

Global Systems of Oppression  

There are underlying belief systems embedded in institutions and assumptions often unconsciously. Bell Hooks defines White-Supremacist Capitalist Patriarchy as a system of interlocking oppressions where race (white supremacy), class (capitalism), and gender (patriarchy) work together to maintain and perpetuate domination over marginalised groups. Each component reinforces the others, creating a complex structure that upholds inequality and prevents true liberation from any single form of oppression.

Global Economic systems

A global economic system refers to the worldwide framework of economic activities, including trade, finance, and production, that connects different national economies. It is shaped by global institutions like the International Monetary Fund (IMF), World Trade Organization (WTO), and multinational corporations. The system operates across various economic ideologies, such as capitalism and socialism, and is influenced by international trade agreements, currency fluctuations, and global market trends.

·       Example: The European Union (EU) operates within the global economic system by engaging in free trade agreements with countries such as Japan and Canada (CETA), allowing for the flow of goods, services, and investments. The 2008 global financial crisis, originating in the US, also had significant economic repercussions in the EU, affecting economies like Greece, Spain, and Italy.

National economic systems

A national economic system refers to the structure through which a country manages its economic activities, including production, consumption, and the distribution of resources. This can include free-market economies, mixed economies, and socialist economies. National systems vary based on the country’s regulations, fiscal policies, and economic goals, with governments often playing a role in managing inflation, unemployment, and growth.

·       Example: Germany operates a social market economy, where free-market capitalism is combined with a strong welfare state. This system allows the country to maintain robust industrial growth while offering comprehensive social services like healthcare and education. France has a similar model, with significant state involvement in sectors such as energy and transport.

Industry systems

An industry system refers to the network of organisations, suppliers, labour, and regulatory frameworks within a specific industry. It includes how resources are sourced, processed, and delivered to consumers, as well as how companies in the industry collaborate and compete.

·       Example: The European automotive industry, led by companies like Volkswagen, Renault, and BMW, operates within a complex system involving extensive supply chains across multiple EU countries. The industry's competitiveness is also shaped by EU regulations, such as emissions standards, which have encouraged innovation in electric vehicles (EVs).

Organisational systems

An organisational system refers to an organisation's internal structure, roles, processes, and communications that enable it to function and achieve its objectives. It involves formal hierarchies, decision-making processes, and the interaction between departments such as HR, finance, and operations.

·       Example: The European Central Bank (ECB) operates an organisational system that includes governing bodies, policy divisions, and various operational units. This system allows it to manage monetary policy for the Eurozone, regulate banks, and ensure financial stability across member states.

Team systems

A team system is a framework within which individuals work together towards a shared goal. It includes collaboration, delegation of tasks, and communication within the team. Effective team systems rely on mutual accountability, clear roles, and efficient workflows.

·       Example: The European Space Agency (ESA) operates team systems where scientists, engineers, and project managers collaborate on missions such as the Rosetta mission to study comets. Each team member has a specific role, but they work together to ensure the mission’s success, sharing knowledge and resources across different countries.

Family systems

A family system is a social structure in which individuals interact based on roles and relationships influenced by culture and society. Family systems theory suggests that changes in one part of the family can affect the whole system, with family members acting interdependently.

·       Example: In many European countries, such as Italy, family systems often involve strong intergenerational ties, with grandparents playing a significant role in childcare and family decision-making. This system is shaped by cultural values and the economic reality of high youth unemployment rates, leading to extended family support structures.

Internal/Personal Nervous System

The internal nervous system refers to the complex network of nerves within your body that manages and coordinates bodily functions, behaviours, and responses to stimuli. It encompasses the autonomic nervous system (ANS), which regulates involuntary bodily functions, such as heart rate and digestion. It is divided into two branches: the sympathetic nervous system (responsible for the "fight or flight" response) and the parasympathetic nervous system (which promotes relaxation and recovery).

This system is essential for survival and connects deeply to the body’s response to external and internal stimuli, particularly stress. It is closely tied to Polyvagal Theory, developed by Dr. Stephen Porges, which explains how the vagus nerve influences our emotional regulation, social connection, and responses to threats. According to Polyvagal Theory, our internal nervous system shifts between different states (fight, flight, freeze, fawn) depending on perceived safety or danger.

How It Relates to the Fight, Flight, Freeze, Fawn Responses:

Fight: Triggered when a person perceives a threat they believe they can overcome. The body responds by preparing to confront the danger, increasing adrenaline and heart rate.

·       Example: In a situation where you feel threatened in a heated argument, your body may react by tensing muscles and raising your voice, preparing for a confrontation.

Flight: When the nervous system perceives an escape route as the best option, it triggers the flight response, leading to an increased heart rate, rapid breathing, and a rush of energy to flee from danger.

·       Example: When encountering a dangerous situation, such as a car accident about to occur, your immediate reaction might be to swerve or quickly remove yourself from the scene.

Freeze: In cases where neither fight nor flight seems viable, the body may go into a freeze response. This involves shutting down, becoming immobile, or dissociating from the situation.

·       Example: During a highly traumatic event, such as witnessing a natural disaster, some individuals may feel paralysed, unable to move or react as their body shuts down.

Fawn: This is the lesser-known response, often triggered when a person tries to avoid conflict or harm by seeking to appease or please the perceived threat.

·       Example: In situations of ongoing abuse, individuals may try to placate the abuser as a way to minimise harm or avoid escalation.

Connecting the Internal Nervous System to Larger Systems

Your internal nervous system doesn’t function in isolation—it connects you to the larger biopsychosocial systems of your environment. How your body responds to stress, danger, or safety reflects the systems you operate within, such as family, community, and workplace environments. For example, chronic stress in a toxic workplace can keep you in a state of heightened alertness (fight or flight), which negatively impacts both your physical health and social interactions. Conversely, a supportive family system can help your body remain relaxed and parasympathetic, promoting emotional regulation and well-being.

In the context of Polyvagal Theory, understanding how your nervous system reacts to different situations helps you navigate and respond to the external world more effectively, offering tools for managing stress, building resilience, and fostering healthier relationships within broader social and organisational systems.

  Exercise: Systems Mapping for Leadership

·       Step 1: Identify a Key Challenge Think about a significant challenge your organisation or team is facing. Please write it down in the centre of a sheet of paper.

·       Step 2: Map the System Around the challenge, please list all the different elements or components (people, departments, external factors, resources) that are related to it. Draw lines connecting them and the central issue. Please pay attention to how they influence one another.

·       Example: If you’re struggling with team performance, consider communication channels, leadership styles, external pressures, team relationships, and organisational goals.

·       Step 3: Identify Interconnections Look at the map and identify how different parts of the system interact. Where do small changes in one area have big ripple effects? Highlight any feedback loops, bottlenecks, or areas where information flow could be improved.

·       Step 4: Reflect on Leadership Role Consider your role as a leader within this system. Where are your decisions or actions having the most impact? How are you influencing the system positively or negatively?

·       Step 5: Action Plan Based on your insights, create an action plan that includes steps to optimise the system. This could involve improving communication, fostering collaboration, or addressing feedback loops to improve outcomes.

 Reflective Questions: Embedding Systems Thinking into Leadership

1.       Interconnectedness: How are the different parts of my organisation/team connected? What are the potential ripple effects of my decisions across the system?

2.       Holistic Perspective: Am I addressing the root causes of issues, or am I focusing on surface-level symptoms? How can I broaden my understanding to see the full picture?

3.       Collaboration and Teamwork: How well do the different components of my team or organisation work together? Are there areas where communication or collaboration could be strengthened to align with our goals?

4.       Feedback and Adaptation: How does my organisation respond to feedback? What mechanisms do I have in place to gather and act on feedback to ensure continuous improvement?

5.       Adaptability and Change Management: How does my leadership approach ensure the system can adapt when faced with change? Am I flexible enough to adjust strategies based on new information or feedback?

6.       Global Systems Awareness: How do external factors (global economic, social, or environmental systems) influence my organisation? How can I anticipate and respond to these broader influences as a leader?

7.       Internal Personal Systems: How do my stress responses (fight, flight, freeze, fawn) influence my leadership style, especially in high-pressure situations? How can I regulate my nervous system to be a more effective leader?

This September, we launch a highly low-cost, time-effective, flexible leadership development option with no timezone restrictions, no scheduling clashes, and loads of support!

By this time next year, you could be in a far more informed, insightful and effective place as a leader without taking on a load of additional commitments.

We realise many leaders don't have much extra time, so we have created a development option that is as easy as possible.

Are you looking to enhance your leadership skills and stay up-to-date with the latest trends in leadership?

The ELIS Leadership Book Club offers a supportive environment where you can explore diverse leadership perspectives and gain new insights each month without overcommitting yourself!

What’s in the leadership book club for You?

New Skills and Knowledge: Dive into curated leadership books that go beyond traditional approaches. Learn new strategies and techniques that you can apply to your professional life.

Critical Thinking and Problem-Solving: Engage in thoughtful discussions and reflective exercises designed to challenge your thinking and sharpen your problem-solving abilities.

Community Building: Connect with like-minded peers, build your professional network, and join a community dedicated to continuous learning and support.

Personal Growth: Gain greater self-awareness and develop your leadership capabilities through guided discussions and personal reflection.

Expert Guidance: Benefit from facilitated discussions led by a leadership specialist, offering professional insights and support throughout the month.

Stay Informed: Read and discuss current books in the field to stay abreast of the latest leadership trends and best practices.

What’s Included for €9.99 per Month?

Recommended Reading: A curated list of leadership books is provided at the start of each month.

Tailored Reflective Worksheets: Tools designed to help you reflect on and apply the lessons from each book.

Facilitated Discussions: Ongoing, flexible discussions allow you to participate at a time that works best for you.

Cheat Sheets: Summaries of the books for those who need a quick overview but still want to engage in discussions.

Voxer Group: Optional participation in a dedicated group for further discussion and support.

Follow-Up Recaps: Comprehensive summaries of key discussion points, expanded with real-life examples.

Peer Support: Learn and grow with your peers, supported by a leadership coach and an inclusive community.

Hear from Our Members of our traditional book club

“The Leadership Book Club is the best thing I've done in years. It has given my reading purpose and structure, helping me to think about what I've learnt and how I can put it into practice.” – Participant, UK

“The leadership book club is the richest learning environment I have ever experienced. The book choices, authentic contributions, and Sile’s expertise make for a powerful combination.” – Participant, Ireland

If you sign up before September 1st, you can access your first month for only 6.99e.

This book club is flexible, very low-cost, and time-effective. It allows you to learn when and how you like and ensures that by September next year, you will be further in your leadership journey than you are today.

You could be more informed, insightful, and effective as a leader this time next year without overcommitting or overstretching yourself!

If you would like more information, you can visit here.

Warm Regards,

Recently, I had the privilege of being a guest on the Seasons Leadership podcast, hosted by Susan Ireland. It was an engaging conversation where we delved into the nuances of inclusive leadership, a subject close to my heart. As we chatted, we explored the intricacies of leadership in the modern world and how inclusivity plays a crucial role in shaping effective and empathetic leaders.

The Journey to Inclusive Leadership

My journey to this point has been anything but linear. As I shared with Susan, I specialise in inclusive leadership, a focus that evolved from my background in coaching psychology and organisational development. But, as many leaders might resonate, this wasn’t a path I could map out from the beginning. It’s a journey where the dots often only connect in hindsight.

From early on, I had a strong sense that certain things worked well in organisations and in society, while others did not. This curiosity about the underlying reasons led me to pursue various research avenues, qualifications, and, most importantly, real-world experience in industry. Applying theory to real-life situations allowed me to identify gaps and adapt my thinking, ultimately leading me to where I am today—working on a PhD in inclusive leadership and authoring a book on the subject.

Why Inclusiveness Matters

Susan asked why I’ve chosen to focus on inclusiveness. It’s a deeply personal reason. As someone who is dyslexic and who grew up in Ireland with an English accent, I often felt different and not always positively so. I’ve experienced both inclusion and exclusion firsthand, which has fuelled my curiosity about why some environments feel welcoming while others do not.

In my 12 years of working directly with leaders, I’ve noticed that many of the challenges they face stem from misconceptions about what leadership should be. Often, leaders feel they must have all the answers, or they fail to leverage the collective wisdom of their teams. Inclusive leadership, I believe, is about recognising that effective leadership is inherently inclusive—it’s about creating environments where diverse perspectives can thrive, leading to better decision-making and outcomes.

The Perception of Inclusive Leadership

One point that came up in our discussion was the changing demographic of those interested in inclusive leadership. When I started using the term "inclusive leadership," I noticed a shift in who felt this concept was relevant to them. There’s a perception that inclusive leadership is distinct from effective leadership, when in fact, they are deeply interconnected. Unfortunately, some efforts around diversity and inclusion have inadvertently alienated leaders who don’t see the immediate relevance to their roles.

For me, inclusive leadership isn’t about adding another task to a leader’s already full plate. It’s about using inclusion as a tool for effective leadership—one that can help solve everyday problems and lead well. However, the narrative around inclusive leadership often fails to connect these dots for leaders, making it seem like an additional, perhaps unnecessary, burden rather than an integral part of their role.

Practical Advice for Leaders

During our conversation, Susan mentioned that I likely have practical advice for leaders based on my experience. Indeed, over the years, I’ve developed a set of 13 practices and principles for effective leadership, born out of a review of my work, literature, and the most successful cases with my clients. These aren’t just behaviours; they’re ongoing practices and principles that leaders can apply in various contexts to make critical decisions.

For example, developing emotional intelligence is key to inclusive leadership. You can tick all the boxes on paper, but without the ability to make nuanced decisions based on emotional insight, you won’t be truly effective. Similarly, navigating organisational complexity is essential—understanding that perfect organisations don’t exist, but that doesn’t mean we can’t strive for better practices within the realities we face.

Co-Creation: The Heart of Inclusion

One concept that resonated with Susan was the idea that inclusion is an invitation rather than something that can be imposed. Inclusion is about creating environments where people feel they belong while being free to express their uniqueness. However, this requires co-creation. It’s not enough to simply invite someone into a space; leaders must actively engage with those they’re including to shape that space together.

This approach shifts the power dynamic—leaders aren’t just deciding what inclusion looks like, they’re collaborating with their teams to define it. This not only fosters a more inclusive environment but also leads to higher standards and better outcomes.

The Importance of Relationships

As we wrapped up our conversation, I left the listeners with a final thought: inclusive leadership is fundamentally about relationships. Excellence in leadership comes from going further than we could alone, and that requires inclusion. We need to co-create these relationships, not just set the scene and hope for the best. It’s through this collaboration that we achieve true excellence in leadership.

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In today's discussion, I'm delighted to welcome Nessa Cronin, a longstanding figure in the fashion and retail industry. The core of our discussion revolved around how different aspects of our identities—such as body shape, size, and specific needs like wheelchair accessibility—affect our professional appearance and perceived professionalism.

The Inequality in Professional Presentation

Presenting oneself professionally is crucial, yet it is not equally achievable for everyone. Body shape, size, and physical requirements can create disparities in how professional attire fits and is perceived. Nessa highlights the need for inclusivity in fashion, particularly in professional settings. She recounts her experience in retail, where she realised the limitations of showcasing clothing on a single body type. This realisation led her to include models of various sizes, ensuring her customers could see themselves represented and feel confident in their professional attire.

The Intersection of Fashion and Professionalism

Our conversation touched on the ingrained societal expectations surrounding professional attire, particularly for women. Women are often judged more harshly on their clothing choices than men, which adds an extra layer of pressure. Men, while facing their own challenges, typically have more straightforward options. This disparity was evident in a scenario I experienced, where women's clothing choices were scrutinised and categorised, unlike those of their male counterparts.

The Impact of Clothing on Confidence and Performance

Nessa and I explored the psychological impact of clothing on workplace performance. Feeling uncomfortable in one's attire can lead to distractions and reduced effectiveness. Conversely, dressing in a way that honours one's body and personal style can boost confidence and authority. This concept is crucial for both men and women in leadership positions.

Breaking Down Societal Norms

We discussed how societal norms dictate that women should strive to appear smaller, an expectation that often extends to men in different ways. This pervasive mindset affects how individuals choose their clothing, influencing their comfort and confidence at work. Nessa emphasises the importance of rejecting these norms and embracing one's body as it is today. She encourages finding joy in fashion and using it as a form of self-expression rather than conforming to restrictive standards.

Practical Tips for an Inclusive and Empowering Wardrobe

Nessa shared practical advice for creating a versatile and inclusive wardrobe. She advocates for repurposing items for different settings, such as wearing a work blazer for casual outings. This approach not only maximises the utility of each piece but also encourages a more sustainable fashion mindset. Moreover, she highlights the need for accepting and loving one's body, as this self-acceptance is foundational to projecting confidence and authority.

Embracing Inclusivity in Fashion and Leadership

Our conversation underscores the interconnectedness of fashion, self-perception, and professional effectiveness. By challenging societal norms and embracing inclusivity in fashion, leaders can create environments where everyone feels valued and confident. This shift not only enhances individual performance but also fosters a more inclusive and equitable workplace culture.

For anyone feeling uncertain about their body or professional appearance, remember that honouring and accepting yourself is the first step towards impactful leadership. Incorporating joy and self-expression into your wardrobe can significantly boost your confidence and effectiveness in the workplace. 

How do we navigate the critical discussions shaping the future of leadership and organisational development? Today, we have an enlightening conversation with a leading expert in human-centric digital transformation, Marie-Louise Marshall. As the owner of Hu-Me, Marie-Louise brings a wealth of experience and a unique perspective on navigating the complexities of the modern workplace.

From Corporate Dropout to Human-Centric Advocate

Marie-Louise introduces herself as a "corporate dropout" who spent many years in the technology and IT sector, with her last role focusing on digital transformation for a multinational corporation. Witnessing the rapid technological advancements and the volatile, uncertain, complex, and ambiguous (VUCA) environment, she decided to leave the corporate world. She felt a calling to leverage her human side to help organisations and individuals transition into the emerging workplace. Her mission is to facilitate a shift from traditional hierarchies to more agile, team-based structures, fostering leadership over mere management.

The Post-COVID Landscape: Challenges and Opportunities

Marie-Louise highlights the dramatic shifts experienced during and after COVID-19. The pandemic accelerated the adoption of digital tools and fostered a sense of trust and leadership. However, the post-COVID retraction saw a regression to old management styles, with a push to return to the office and micromanagement practices. This resistance to change clashes with the employees' desire for hybrid work models, leading to phenomena like quiet quitting and the great resignation.

The rapid automation in smaller companies has also created cultural tensions. Employees face anxiety about their roles in an automated world, necessitating a shift in how organisations manage technological change and its impact on people. The current education system, designed for the labour market, must evolve to emphasise creativity, collaboration, innovation, empathy, and intuition.

Moving Towards Regenerative Leadership

Marie-Louise advocates for regenerative leadership, which goes beyond sustainability. While sustainability focuses on maintaining the status quo, regenerative leadership aims to create positive outcomes by considering the entire ecosystem—employees, customers, suppliers, and the broader community. This approach requires leaders to understand their industry's impact and proactively seek holistic improvements.

Embracing Discomfort for Positive Change

One key challenge in adopting regenerative practices is the discomfort associated with disrupting established norms. Leaders must be prepared to make difficult decisions, such as choosing suppliers based on ethical considerations or pushing for regenerative finance. This requires courage and mature thinking, as it may involve challenging long-standing relationships and practices.

Marie-Louise emphasises the importance of recognising the diverse generational perspectives in the workplace. The emerging workforce, driven by purpose and impact, demands a more holistic and inclusive approach to leadership. As current leaders, it is crucial to prepare the environment for future generations, fostering a culture of innovation and disruption.

Practical Advice for Leaders

Marie-Louise offers practical advice for leaders aiming to adopt regenerative practices:

Rebrand the CEO Role: Consider redefining the CEO title from Chief Executive Officer to Chief Ecosystem Officer to reflect a commitment to holistic leadership.

Invest in Leadership Development: Support the transition from management to leadership with robust development programs that enhance self-awareness and the understanding of leaders' impact.

Foster a Collaborative Culture: Encourage collaboration over competition, focusing on shared knowledge and mutual support within the organisation and beyond.

Marie-Louise Marshall's insights underscore the need for a transformative approach to leadership in today's rapidly evolving landscape. By embracing regenerative practices and fostering a culture of collaboration, leaders can navigate the complexities of the modern workplace and create positive, lasting impacts.

Are you ready to navigate the future of leadership and organisational development with confidence and insight? Dive into the critical discussions shaping modern workplaces with expert Marie-Louise Marshall.

📖 Gain deeper insights into navigating organisational complexity with INCLUSIVE LEADERSHIP: Navigating Organisational Complexity. Transform your leadership approach today!

🎧 Tune into our podcast for an enlightening conversation with Marie-Louise Marshall.

In leadership, it's common to hear people say, "Yes, but..." when discussing theoretical concepts. They often acknowledge the theory but then ask, "What about in this situation?" One frequent question is: how do you handle difficult people? This issue arises time and time again in leadership discussions. Leaders say, "I can follow best practices all day long, but a difficult person makes it challenging."

Firstly, it's important to acknowledge that difficult people exist. The fantasy that everyone will always get along and behave as expected is just that—a fantasy. In reality, the purpose of leadership and management roles is to help people pull together in one direction. If everyone worked seamlessly, leaders and managers wouldn't be needed. The frustration of dealing with difficult individuals is valid, but it's crucial to remember that your role often involves influencing and guiding these challenging personalities to add value to the task at hand.

Reframing the Problem

The concept of "difficult people" is rooted in the idea that their existence is problematic. However, a more constructive approach is to reframe this as "a person I find difficult." This subtle shift changes the dynamic and opens up more options for resolution. When you label someone as a "difficult person," you place the problem within them, leaving you feeling powerless unless you accept the situation or remove them. However, acknowledging that you find someone difficult places the issue between you and the other person, providing more opportunities for resolution.

Understanding the Dynamics

By saying "I find this person difficult," you can explore the underlying reasons. This introspection allows you to:

Identify Personal Triggers: Understand what about the person or situation is triggering for you.

Recognise Behaviour Patterns: Determine what specific behaviours are causing difficulties.

Explore Unmet Needs: Consider what unmet needs the person might have, such as a need for recognition, control, or validation.

Practical Strategies

Communicate Clearly: Instead of labelling someone as difficult, articulate the specific behaviours that are problematic. For example, if someone is always negative, you might say, "I notice you often reject new ideas. Can we discuss why this is happening?"

Engage in Dialogue: Open a conversation about the behaviours you find challenging and explore ways to address them. This could involve asking the person to contribute ideas or considering their motivations and needs.

Set Clear Expectations: Make specific, reasonable requests for behavioural changes and follow up to ensure these changes are implemented. This creates accountability and provides measurable outcomes.

Bullying vs. Difficult Behaviour

It's important to distinguish between difficult behaviour and bullying. Bullying involves repeated incidents that undermine your dignity. If you're experiencing bullying, it requires direct action and possibly external support. However, if you're dealing with challenging behaviour, introspection and strategic engagement are more appropriate.

Handling difficult people is an integral part of leadership. By shifting from viewing someone as a "difficult person" to understanding why you find them difficult, you gain more control over the situation. This approach enables you to address behaviours constructively, foster better relationships, and improve team dynamics. Always consider your own role in the dynamic, and remember that follow-through is as crucial as initial action. For more exercises on managing difficult interactions, explore the resources available on our website.