Your Leadership Truly Counts

During my work these past two weeks in Malaysia, I had the distinct pleasure of strolling through Kuala Lumpur's city centre. 

Funnily enough, despite having travelled the five continents, my first proper introduction to Asia was in Kuala Lumpur over twenty years ago. At that time, I was staying at the Mandarin Oriental hotel, practically a stone's throw from the famous Petronas twin towers. 

My recollections were of a place surrounded by green spaces and sports pitches. This recent trip was my first return to KL, and frankly speaking, I didn't quite recognise the place. Was my memory playing tricks, or have they developed a proper concrete jungle all around?

Anyway, I saw and experienced a country with at least three significant communities: Muslim ethnic Malays, Christian or Buddhist Chinese Malays, and Hindu Tamil Indians. 

Each possesses strong, specific characteristics, yet all identify with their nation and their Royal Family. I was pondering how they've achieved this (apparent) unity, particularly when I compare it to Europe and more generally Western nations, often pulled apart by different communities who too rarely communicate and collaborate as one nation. 

The political system? Likely a partial factor. Yet, Malaysia operates as a Commonwealth-style democracy, albeit with a few nuances. I can't readily see explanations other than education and, primarily, the calibre of their leadership.

This brought me back to earlier reflections and observations on the responsibilities that leaders hold within society in general, but specifically within the corporate world, concerning inclusion. 

Leaders can choose to cultivate an environment where diverse groups of people – transcending age, skill level, cognitive approaches, gender, personalities, and other differences – feel not only valued but actively engaged in collaborating for the organisation's success. 

This necessitates overcoming all manner of biases: affinity bias, confirmation bias, the halo/horns effect, anchoring bias, attribution bias, or gender and racial biases. 

It's well worth investing a bit of your time in exploring all the types of biases that may prevent you, consciously or subconsciously, from practising truly inclusive leadership. 

Not just for the sake of it, but purely because inclusive groups achieve more and achieve it better.

Your leadership truly counts!