Inclusion Impact Assessments (IIAs) are an evolution of the Equality Impact Assessments (EIAs) that many organizations may already be familiar with. While EIAs focus on identifying and mitigating inequalities in policies or practices, IIAs go a step further by actively measuring and driving inclusion within teams and across organizations.

Why is this necessary? Because inclusion isn’t just about compliance or avoiding discrimination lawsuits – it’s about ensuring that people actually feel like they belong. IIAs assess how well inclusion efforts are working, identify gaps or unintended exclusions, and foster continuous improvement.

Training in this area is crucial because it empowers individuals within organizations to measure and drive inclusion themselves. I want organizations to be able to sustain change even when I’m not in the room. This training provides practical tools to:

• Periodically evaluate inclusion efforts.
• Identify blind spots in policies, practices and workplace culture.
• Ensure organizations aren’t just ticking boxes but genuinely fostering an inclusive environment.

By training employees to conduct these assessments, we enable them to move from theory to measurable action, ensuring long-term cultural transformation.

You have an interesting personal story. How has your experience of cancer survival impacted your work with equality, diversity and inclusion (EDI) advocacy in organizations?

Surviving breast cancer changed everything for me. It reinforced my belief in the power of inclusive workplaces and the importance of advocating for those who feel marginalized.

During my treatment, a consultant asked me about my career, and when I shared my passion for inclusion work, her response shocked me: “You want to be careful because it will be difficult to get a job now that you’ve had cancer.” That moment was terrifying, but it also gave me clarity. Instead of letting fear dictate my next steps, I decided to start Aquaintz Consulting. I didn’t want anyone to feel the way I did in that moment – uncertain of their future because of circumstances beyond their control.

My experience highlighted why inclusion isn’t just about race or gender – it’s about creating workplaces where everyone, including those with disabilities or long-term health conditions, feels valued. It’s about removing barriers so that people don’t have to hide aspects of their identity in order to thrive professionally.

This journey has shaped my work profoundly. It’s made me more committed to ensuring that organizations understand the lived experiences of their employees and that inclusion isn’t just a corporate buzzword but a genuine commitment to valuing people as they are.

One topic you’ve spoken about is cultural competency. Can you tell us what it is and why it’s important?

Cultural competency is the ability to engage, recruit, develop, and uplift people from different cultural backgrounds effectively. It’s about recognizing, understanding and respecting cultural differences, and adapting workplace practices to ensure equitable opportunities for all.

As a Nigerian-born, U.K.-raised woman, I’ve had to navigate cultural differences first hand. In Nigerian culture, speaking only when asked is a sign of respect and humility, but in U.K. workplaces, leadership is often associated with speaking up and proactively sharing ideas. That disconnect affected my early career – not because I lacked ability, but because my cultural lens was different from the dominant workplace culture.

Developing my own cultural competency helped me bridge that gap, but it also made me realize that organizations have a responsibility to meet employees where they are. If leaders had a better understanding of cultural differences, my experience could have been different.

What can managers and leaders do to build cultural competency within organizations?

Managers can start by:

• Understanding the cultural diversity within their teams.
• Learning about how cultural differences manifest in the workplace.
• Reading resources like The Culture Map by Erin Meyer, which provides valuable insights on adapting leadership styles to different cultural norms.
• Investing in training to foster open, honest conversations about diversity.
• Encouraging employees to share their cultural experiences in a safe environment.

Leaders play a critical role in shaping workplace culture. By modeling culturally competent behaviors, welcoming diverse perspectives, and creating spaces where employees feel comfortable expressing their identities, leaders can drive real, lasting inclusion.

Often, EDI initiatives look at the big picture and advocate for inclusion on multiple fronts. Does your work ever focus on specific elements? What are the pros and cons of going wide versus deep in terms of specific forms of diversity?

At Aquaintz Consulting, we take a balanced approach. Broad inclusion efforts ensure that everyone feels represented, but targeted work allows us to address specific inequities in a meaningful way.

We focus on three core topics in our workshops:

• Intersectionality: Understanding how different aspects of identity – such as race, gender, and disability – intersect to shape experiences in the workplace.
• Cultural awareness: Helping teams recognize and value cultural differences.
• Reframing EDI: Addressing the growing negative rhetoric around diversity and making inclusion an engaging, positive conversation again.

Focusing deeply on specific issues enables organizations to create tailored strategies with measurable impact. When done right, this approach leads to long-term change rather than temporary initiatives.

Ethnic diversity is a topic that’s come up at Mindtools which we don’t have a lot of resources on. What are the key challenges when it comes to ethnic diversity and inclusion in organizations, and what would you recommend to address these?

One of the biggest challenges is fear – fear of saying the wrong thing, fear of making mistakes, fear of backlash. This fear often leads to inaction. Organizations worry that prioritizing ethnic diversity may alienate other groups, but failing to address these issues only deepens inequities.

To make progress, organizations should:

• Recognize that avoiding difficult conversations perpetuates inequities.
• Engage with ethnically diverse employees to understand their challenges.
• Conduct Inclusion Impact Assessments to measure progress and impact.
• Communicate the purpose and benefits of diversity initiatives clearly.
• Invest in long-term strategies that align with business goals rather than treating diversity as an add-on.

Our coaching programs equip leaders with the confidence and tools to navigate these challenges and implement meaningful, lasting change.

Do you have any favorite stories to share from your work?

One of my most impactful moments came during a workshop on belonging. I asked participants if they felt everyone had an equal chance of getting a job at their company. A white male participant confidently stated that hiring was fair. I then presented a scenario: If he received two résumés – one from someone named Oluwagbemisola Mosuro and one from John Smith – which candidate would he be more likely to call for an interview? As I pronounced my name, I saw his hesitation. His only response was, “I get it.”

That moment was powerful because it illustrated how unconscious bias shapes decisions, even when intentions are good. It reinforced why inclusion work remains essential.

Any final thoughts?

Organizations have made significant progress in EDI, and that’s worth celebrating. But inclusion isn’t a one-time effort – it’s an ongoing commitment. The more we ensure employees feel valued, seen and supported, the more we unlock the full potential of organizations. And that’s where real success happens.

What’s Next?

Grace has also written an article for Mindtools called EDI Challenges for Managers. To find out more about making the most of diversity in your organization, check out our articles on Inclusive Leadership and Building a Culture of Belonging. And if you want pointers on tackling unconscious bias, take a look at Avoiding Unconscious Bias at Work.

Tip of the Week

Leading a New Team? Start by Listening

By Simon Bell, Mindtools Content Writer and Editor

Stepping into a new leadership role can feel like jumping onto a moving train – you need to get up to speed quickly and keep your footing. The best way to start? Listen more than you talk.

Resist the urge to dive in with sweeping changes or prove yourself right away. Instead, schedule one-on-one meetings with your team members. Ask open-ended questions: “What’s working well?” “What challenges do you face?” “What would you change if you could?” Pay attention not just to their words but also to underlying frustrations or enthusiasms.

The benefits of this approach? It helps you to build trust, gain crucial insights, and understand team dynamics before making big decisions. It also shows that you respect your team’s expertise – an essential foundation for strong leadership

Remember, your first job isn’t to fix – it’s to learn. The more you listen now, the better equipped you’ll be to lead effectively later.

Pain Points Podcast

Hear more from this week’s lead author Grace Mosuro in the latest episode of our "Pain Points" podcast, exclusive to Mindtools members.

What does the future look like for EDI? Is it on the right path? Why is there so much pushback? Grace shares her thoughts in this week’s episode.

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Video of the Week

Phil Willcox, Managing Conflict in a Leadership Team

When leadership is at loggerheads, everyone else feels the consequences.

In this video, Phil Wilcox, CEO and Founder of Emotion at Work, shares his advice on how to solve conflict at the highest level of an organization.

Watch Now

News Roundup

This Week's Global Workplace Insights

Hush, Now: Is Hushed Hybrid the Future?

As return-to-office (RTO) mandates gain traction, a new workplace trend is emerging – "hushed hybrid." According to research by Owl Labs in 2024 reported by People Management, 70 percent of U.K. managers have secretly allowed employees to work from home despite company policies, citing morale and flexibility benefits.

While employees appreciate the unofficial flexibility, HR and legal experts warn of risks, including perceptions of favoritism, workplace resentment and potential legal challenges.

Employee relations experts caution that inconsistent enforcement of policies fosters secrecy and erodes trust.

Employment lawyers highlight potential discrimination claims if some employees receive preferential treatment.

HR professionals stress that a one-size-fits-all approach to hybrid work is flawed, urging businesses to reconsider rigid RTO policies.

The conclusion? To maintain fairness, productivity and compliance, leaders need to align hybrid work expectations with company policies, ensuring transparency and equal access to flexibility, while addressing the evolving needs of a modern workforce.

All Change?

Constant change is all around us. It’s the norm in most business sectors, particularly those dependent on tech. Yet many organizations struggle to manage it effectively.

Employees are feeling the strain, leading to disengagement, burnout and declining productivity. With 70 percent of change initiatives failing, poor communication, unrealistic priorities, and frequent structural shifts leave teams overwhelmed.

In a piece for Forbes.com, leadership expert Lauren Buckley likens unmanaged change to a toddler soccer game – everyone chases the ball without clear roles or direction. And the result is chaos.

So what’s to be done? Buckley thinks businesses must integrate structured change management into daily operations. This includes proactive training, clear communication, and prioritization of employee wellbeing.

Recognizing contributions, rethinking workplace structures, and equipping leaders with emotional intelligence and adaptability can help organizations to navigate change more effectively.

As Buckley warns, change isn’t slowing down. The key question for leaders is whether they will address the challenge or let it continue to erode workplace engagement and performance.

Check out our articles on The Change Curve and Coping With Change for more.

See you next week for more member-exclusive content and insight from the Mindtools team!