Narrator: An executive, Jim, describes himself to a researcher as an empowering and innovative leader who encourages new ideas from his team. He believes he fosters a supportive environment where everyone’s input is valued. But when the researcher speaks to Tawny, a member of Jim’s team, a starkly different picture emerges. Tawny feels her opinion never matters, that failure is punished, and that the team isn't a team at all. Instead, she describes it as a cutthroat competition, a corporate version of "The Hunger Games," where everyone is on their own. This profound disconnect, where leadership’s perception of inclusivity is completely misaligned with employees' lived experiences, is a common and costly failure in the modern workplace. It’s this very gap that Dr. Stefanie K. Johnson explores and dismantles in her book, Inclusify: How to Ignite Meaningful Connection and Drive More Innovation. The book argues that true inclusion isn’t a passive state or a box to be checked; it’s an active, continuous effort to build teams where everyone feels they belong and are valued for their unique contributions.

Narrator: At the heart of many failed diversity initiatives is a fundamental disconnect. Leaders and organizations invest in programs and state their commitment to diversity, yet employees, particularly those from underrepresented groups, often feel disengaged, undervalued, and unheard. The story of Jim and Tawny is a potent example of this paradox. Jim genuinely believed he was an inclusive leader, but his actions failed to create a psychologically safe environment. For Tawny, his words about empowerment were empty because the system around her rewarded conformity and punished risk, leaving her feeling isolated and eventually prompting her to seek a new job.

This isn't an isolated incident. Dr. Johnson points to data showing that despite decades of diversity efforts, the leadership ranks of Fortune 500 companies remain overwhelmingly homogeneous. For instance, as of 2019, fewer than 1% of Fortune 500 CEOs were Black. This isn't just a pipeline problem; it's an inclusion problem. Organizations may succeed in bringing diverse talent in the door, but they often fail to create a culture where that talent can thrive. Dr. Johnson observed this firsthand in a corporate cafeteria, where despite a diverse workforce, employees self-segregated into homogeneous groups at lunchtime—a troubling sign that the same siloes likely existed in the conference room, stifling collaboration and innovation. The book posits that "Inclusifying" is the active verb needed to bridge this chasm between good intentions and meaningful results.

Narrator: To understand how to "Inclusify," one must first grasp two fundamental and competing human needs: the need to belong to a group and the need to be seen as a unique individual. True inclusion, Johnson argues, is the synergy of these two forces. When employees feel they can be their authentic selves (uniqueness) while also feeling accepted and valued as part of the team (belonging), they are fully included.

The pain of failing to meet these needs is real. Johnson shares stories that illustrate this, including that of Jay, a Black asset manager from the South attending a finance conference in New York. Feeling like an outsider, he was invited to an after-hours gathering in a senior attendee's hotel room. When the door opened, the host took one look at Jay and assumed he was hotel staff. The humiliation was so profound that Jay left without a word and skipped the rest of the conference. This incident didn't just make him feel like he didn't belong; it erased his unique identity as a high-status professional.

Conversely, creating a space for both uniqueness and belonging can be transformative. The story of Ryan O'Callaghan, a former NFL player who hid his sexuality for years, is a powerful testament to this. Fearing rejection, he planned to end his life after his football career—his "beard"—was over. Instead, he chose to confide in the Kansas City Chiefs' general manager, Scott Pioli, who had cultivated a culture of respect. Pioli’s simple, unwavering acceptance saved O'Callaghan’s life, giving him the sense of belonging he needed to finally embrace his unique self.

Narrator: Leaders often fail at inclusion not from malice, but from falling into predictable traps. Johnson identifies four key archetypes of leaders who miss the mark on balancing uniqueness and belonging.

First is the Meritocracy Manager, who values high performance and believes in hiring "the best person for the job." Their folly is defining "merit" too narrowly, often based on their own background and experiences. This leads to homogeneous teams with significant blind spots, as they overlook talented individuals who don't fit a specific mold.

Second is the Culture Crusader, who prioritizes "culture fit" above all else. They focus so intensely on creating a cohesive team of like-minded people that they sacrifice diversity of thought. This can lead to groupthink and an echo chamber where new ideas are stifled. The early culture of PayPal, which famously sought to hire people you'd "want to have a beer with," created a brilliant but homogenous team that its own founder later admitted was a difficult fit for women.

Third is the White Knight, a leader who tries to "save" or protect women and minorities. While well-intentioned, this paternalistic approach often signals a lack of confidence in the very people they are trying to help, undermining their competence in the eyes of others and themselves.

Finally, there is the Optimist, who believes in both uniqueness and belonging but fails to take any concrete action. They assume that a diverse and inclusive culture will simply emerge on its own, but their inaction allows the status quo—and its inherent biases—to persist.

Narrator: Unconscious bias is a natural function of the human brain, which uses mental shortcuts and prototypes to process information. We might picture a "rock star" as a man wanting more alcohol at a party and a "nun" as a woman disapproving of it, even if the sentence describing their unhappiness is identical. These prototypes, often shaped by societal stereotypes, can lead to biased decisions in the workplace.

To combat this, Johnson proposes a simple yet powerful framework: the ABCs of Breaking Bias. * A is for Admit it. The first step is to acknowledge that everyone has biases. It's not a moral failing; it's a feature of human cognition. Admitting this allows for open conversation and a willingness to address the problem. * B is for Block it. Since we can't easily eliminate our biases, we must create systems that block them from influencing our decisions. A classic example is the move by major orchestras in the 1970s to hold blind auditions, where musicians performed behind a screen. This simple change dramatically increased the number of women hired, as judges could only evaluate the music, not the musician's gender. Anonymizing resumes or standardizing interview questions are corporate equivalents of this strategy. * C is for Count it. What gets measured gets managed. Organizations must set clear, measurable diversity goals and track their progress. This creates accountability and ensures that diversity and inclusion are treated as strategic business priorities, not just feel-good initiatives.

Narrator: Moving from a flawed archetype to an Inclusifyer requires intentional action. The book provides strategies for each archetype, but the journey of Tim Ryan, chairman of PwC US, powerfully illustrates the transition from an Optimist to a true Inclusifyer. For years, Ryan believed in diversity but hadn't made it a central part of his leadership. That changed in 2016 after the shooting deaths of two Black men, Alton Sterling and Philando Castile, sparked national outrage.

Moved to act, Ryan didn't just send a memo; he flew in front of the radar. He held open, vulnerable conversations across the firm about race, and then he took his commitment public. He launched the CEO Action for Diversity & Inclusion, a coalition of leaders dedicated to sharing best practices and advancing inclusion in their workplaces. By moving from passive optimism to decisive, public action, Ryan modeled what it means to be an Inclusifyer. He set goals, created accountability, and used his platform to drive systemic change, demonstrating that true leadership isn't just about believing in the right things, but about actively building a world where those beliefs become reality.

Narrator: The single most important takeaway from Inclusify is that inclusion is not a destination but a continuous, active process. It is the daily practice of "Inclusifying"—of intentionally creating an environment that honors both our shared need to belong and our individual need to be unique. Dr. Johnson's work reframes inclusion from a vague ideal into a concrete set of leadership behaviors and systemic adjustments.

The book challenges us to look beyond our own good intentions and critically examine the systems we operate within. It asks us to recognize that a level playing field doesn't just happen; it must be deliberately constructed. The ultimate challenge, then, is not simply to avoid being biased, but to become an architect of a more equitable workplace. What is one routine, meeting, or process in your own environment that you could redesign to ensure that a voice currently being missed is finally heard?