Higher Sense of Inclusion Creates Higher Performance

In an article for Forbes, Karen Higginbottom reviews data from a report that surveyed over 1,500 employees from six countries. Among insights garnered, it was found that people who feel more included at work are more likely to suggest new product or process ideas. Interestingly, inclusion was defined as an employee who considered him or herself to be “both similar and distinct” from colleagues; in other words, they felt like they belonged, but they also still felt unique. In the United States, inclusion accounted for 22 percent of innovation in the study, whereas in China it intriguingly accounted for 78 percent. Higginbottom says leaders looking to foster higher inclusion should practice empowerment, humility, courage, and accountability.

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