Introduction
Summary of the Book Inclusion on Purpose by Ruchika Tulshyan. Before moving forward, let’s take a quick look at the book. In a world buzzing with ideas, opportunities, and global connections, workplaces that embrace intentional inclusion shine the brightest. They don’t settle for polite nods or shallow promises. Instead, they cultivate an environment that honors every voice, nurtures every talent, and encourages every individual to contribute. They recognize that complexity exists in people’s identities, and that differences generate richer conversations and more groundbreaking solutions. In these environments, leaders actively learn from their mistakes, colleagues support each other’s growth, and policies reflect the shared commitment to equity. The chapters you’re about to explore offer stories, strategies, and insights that peel back the layers of empty diversity talk, revealing what it truly means to welcome everyone with open minds and open hearts. This journey will transform how you view inclusion—forever.
Chapter 1: Understanding Why Merely Talking About Inclusion Isn’t Enough—We Must Commit Intentionally Now.
Imagine walking into a conference room filled with people who seem curious but distracted, polite yet hesitant, as if they’re treading on fragile ground. Everyone knows the word inclusion, and they’ve heard it passed around in meetings, printed in glossy brochures, and highlighted in training videos. Yet, beneath these appearances, they sense that genuine warmth and acceptance are missing. Inclusion without purposeful action is like having a recipe without bothering to cook the meal. It’s not enough to print posters urging Be Inclusive! and hope everyone magically feels like they belong. True inclusion demands more than silent nods and official statements. It calls for deeply rooted actions woven into every layer of an organization’s culture. If we want environments where every individual feels seen and valued, we must acknowledge that talking about inclusion is only the first timid step.
Consider the story of a talented employee called Jodi-Ann, who was suddenly invited to an important meeting at a fast-growing startup. She was asked to present on her work to senior leaders, but her invitation arrived too late to feel genuine. The rushed inclusion felt more like an afterthought, a polite gesture rather than a committed choice. Inside the meeting, as Jodi-Ann tried to share valuable insights, the CEO’s skeptical and combative questioning revealed a harsh truth: Inclusion was not truly embedded in the company’s ethos. Her voice, representing someone from a marginalized group, was openly challenged and belittled. Nobody intervened. This incident shows that when inclusion is not cultivated with serious intention, it remains flimsy and easily torn apart by indifference or hostility.
Without purposeful inclusion, organizations may think they are doing enough simply by stating they are open to everyone. But words alone cannot mend the subtle wounds of exclusion, or the quiet assumptions that some people’s contributions matter less. One reason people hesitate to move from words to deeds is that it feels risky. They fear appearing too forceful, making mistakes, or losing face by speaking up. Yet, maintaining shallow politeness only freezes old patterns in place. To combat this, each individual must understand that silence in the face of exclusion is complicity. Real inclusion requires that when a colleague is being unfairly targeted, someone steps in. If those with more societal privilege fail to defend others, the system remains unequal.
Ultimately, talking about inclusion without truly committing leads to hollow promises and bruised trust. True inclusion thrives when people nurture an environment where it becomes normal and expected to stand up for one another. This doesn’t happen by accident. It happens through intentional policies, ongoing education, empathetic leadership, and by embedding respectful behavior into everyday actions. When intentional inclusion takes root, it sparks transformative growth for everyone involved. Businesses reap benefits in innovation, creativity, and productivity. Teams become more cohesive and supportive, nurturing better problem-solving and decision-making. Meanwhile, individuals gain the confidence to share unique perspectives and be recognized for their distinct strengths. By acknowledging that merely talking about inclusion is never enough, we start the journey toward workplaces that honor everyone’s right to fully belong.
Chapter 2: How Intersectionality Provides the Missing Keys to Authentic, Purposeful Inclusion Efforts.
We often imagine that issues around race, gender, and other identities can be tackled by looking at them one at a time. But human experiences are layered, and a single identity can never tell the full story of a person’s journey. Intersectionality offers the missing keys to understanding why someone’s experiences at work might differ drastically from another’s, even when both face discrimination. Intersectionality examines how various identities—such as race, gender, sexuality, disability, and class—overlap, resulting in unique forms of advantage or disadvantage. For instance, a white woman and a Black woman both encounter gender discrimination, but the Black woman may face added racial biases that intensify her struggles. Intersectionality insists that we pay attention to these multiple layers if we want truly authentic inclusion.
Without intersectionality, so-called solutions might benefit some groups while leaving others behind. A company might proudly boast about increasing women’s representation in leadership but fail to notice that women of color remain stuck in low-status roles. Intersectionality prevents us from celebrating progress too soon. It pushes us to examine not just who is included, but whether all included individuals experience belonging with equal richness. It reminds us that an Asian woman’s career may follow different obstacles than a Latina woman’s, or that a disabled Black employee might face additional barriers not addressed by general policies. By acknowledging these complexities, organizations can create strategies that uplift everyone, rather than improving conditions for only a small segment.
Intersectionality also helps us see privilege more clearly. Many people say they do not see color as if that is a virtue. However, claiming color-blindness can be a subtle way to ignore the lived realities of those who can’t escape color-based judgments. If someone is privileged enough to believe race is invisible, that in itself highlights how certain identities are spared constant scrutiny. Intersectionality encourages each individual to reflect on their own advantages. When people in positions of privilege use their voice to highlight inequalities, they can help break harmful cycles. By learning to recognize that no one’s life is defined by a single label, we foster a deeper understanding of the nuanced challenges faced by colleagues from various intersecting backgrounds.
Embracing intersectionality means committing to ongoing learning. It’s not a once-and-done awareness campaign. Instead, it’s a continuous practice of asking questions, examining assumptions, and adjusting policies so that no segment of the workforce feels overlooked. When leaders and team members fully appreciate that identities are interwoven, they stop searching for quick fixes and start engaging in meaningful, holistic change. This means rethinking how professional development programs are structured, reimagining mentorship opportunities, and acknowledging pay disparities tied to multiple identity factors. By using intersectionality as a guiding lens, organizations create an environment where all individuals—regardless of their layered backgrounds—truly feel supported, respected, and welcomed. Intersectionality, therefore, is the compass that points toward authentic, purposeful inclusion that leaves no one behind.
Chapter 3: Moving Beyond ‘Culture Fit’ Toward ‘Culture Add’ to Spark Vibrant Team Dynamics.
When companies hire new employees, a common approach is to ask: Will this person fit our culture? On the surface, that seems logical. After all, who wouldn’t want harmonious teams that get along easily? But focusing too heavily on culture fit often leads to homogeneity, where everyone looks, thinks, and acts alike. This might feel comfortable, yet it can severely limit creativity and innovation. If everyone shares the same jokes, listens to the same music, and went to similar schools, you might rarely encounter fresh perspectives that challenge outdated thinking. The result is an environment where diversity of thought, background, and experience is stifled. Instead of just fitting in, a more impactful goal is to seek culture add—those who bring something new and stimulating into the mix.
Culture add means intentionally seeking candidates who enrich the existing environment rather than replicate it. By hiring people whose backgrounds, viewpoints, and problem-solving methods differ from the current team, organizations broaden their collective horizons. This approach acknowledges that difference is an asset, not a threat. Diverse teams are known to produce more innovative solutions, spot hidden opportunities, and tackle challenges in unexpected ways. Research has shown that when individuals from varied backgrounds collaborate, they are less likely to make biased assumptions, more willing to debate productively, and better equipped to deliver fresh insights. Fostering culture add not only creates a more inclusive workplace but also makes the company more competitive, adaptable, and reflective of the diverse communities it serves.
Implementing culture add strategies begins at the very start of hiring. Job advertisements should avoid jargon that signals exclusion or appeals only to a narrow audience. Instead of using flashy words like guru or rock star, highlight what the candidate can contribute. Consider sourcing candidates from a wide range of networks and ensuring that interview panels include individuals from different backgrounds. Make sure everyone is asked consistent questions so that each candidate is assessed fairly. This structured approach reduces the influence of unconscious bias, making it harder for stereotypes to creep into decision-making. Rather than imagining a new hire who feels like one of us, imagine someone who will challenge us to be better, more creative, and more welcoming to new ideas.
Over time, these thoughtful hiring practices transform workplace culture. Instead of blending everyone into a single mold, a tapestry of perspectives takes shape. When newcomers join, they know they are valued not because they resemble the current team, but because their unique viewpoints matter. This approach fosters deeper trust and encourages employees to bring their full selves to work. They won’t feel the pressure to suppress their identities or conform to narrow norms to be accepted. Ultimately, moving from culture fit to culture add is about recognizing that difference fuels growth. By elevating what each individual contributes, you forge a truly inclusive environment where innovation thrives, team spirit strengthens, and the collective problem-solving capacity expands with every unique hire who steps through the door.
Chapter 4: Confronting Systemic Wage Inequities and Closing the Pay Gap with Unyielding Transparency.
Pay is more than a paycheck. It symbolizes recognition, respect, and the worth assigned to one’s efforts and talents. Yet, in countless organizations, people performing similar or identical work receive vastly different compensation. These inequities often break down along lines of race, gender, or other marginalized identities. The pay gap is not a myth; it’s a documented reality that affects countless lives. Women, especially women of color, face glaring disparities. While a white man might earn a dollar, a Latinx woman may earn only a fraction of that for the same or similar work. Such inequalities are not just statistics—they erode trust, motivation, and overall morale. Pay inequities tell underpaid employees that their work is undervalued, discouraging them from giving their all or staying long-term.
Fixing the pay gap requires decisive action, not half-hearted promises. One fundamental step is embracing genuine transparency. Instead of hiding salaries behind secrecy, companies can share compensation ranges openly. When people know what others earn, it becomes harder to sustain unjust discrepancies. While discussing money still feels awkward to many, especially those benefiting from the status quo, open conversations about pay foster accountability and fairness. Employers can conduct thorough pay audits to uncover patterns of imbalance. If a job’s value is set, the pay should remain non-negotiable to prevent naturally advantaged groups from negotiating higher salaries. Removing negotiation from the process can ensure that everyone receives what the position is truly worth, rather than allowing unconscious bias to tip the scales.
Of course, publishing pay ranges alone doesn’t guarantee fairness. Management must act boldly when they find pay gaps. Adjusting salaries to fix disparities should happen promptly, not buried in endless committee debates. Companies must also encourage employees, especially those who benefit from higher pay, to share their earnings with colleagues, helping others understand their own worth. This can empower underrepresented employees to push for better compensation. Organizations must remember that consistently underpaying certain groups signals that their contributions are less valued. This sentiment eventually seeps into overall workplace culture, diminishing the sense of belonging. By stepping forward with bravery, leaders can show they value equity more than comfort.
When companies prioritize closing the pay gap, everyone gains. Fair compensation improves employee retention, as people feel respected and eager to stay where their worth is honored. Productivity rises when workers no longer feel weighed down by unfairness. The organization’s reputation improves too, attracting more diverse, talented applicants eager to join a company that truly respects its workforce. Over time, pay equity reshapes the entire ecosystem of the business. People with historically marginalized identities can flourish and rise to leadership roles, since fair pay is often a stepping stone to advancement. By focusing on transparent and equitable pay practices, a company takes a meaningful step toward becoming intentionally inclusive—proving through tangible action that all employees, regardless of identity, are genuinely valued and rewarded.
Chapter 5: Providing Meaningful, Specific Feedback That Empowers Diverse Voices to Grow and Lead.
Feedback is often called a gift, but not all gifts are equal. Vague or coded feedback can feel more like a confusing riddle than helpful guidance. For many women of color and individuals from marginalized groups, receiving feedback that is overly general, unclear, or even subtly biased is a huge obstacle to advancement. Imagine being told you lack executive presence without any examples or concrete steps for improvement. Such feedback is useless, even harmful. It suggests that certain people are inherently unfit to lead, leaving them frustrated and unsure how to progress. If leaders want truly inclusive environments, they need to provide feedback that is honest, actionable, and free from hidden prejudices, so every individual can chart a clear path toward personal and professional growth.
Often, managers fear giving direct feedback to employees from underrepresented groups because they worry about appearing insensitive or ignorant. This hesitation leads them to offer overly soft, fuzzy praise that doesn’t highlight areas for improvement. While well-intentioned, this deprives employees of the clear pointers needed to grow their skills and climb the ladder. Eventually, people stuck with vague feedback become discouraged, feeling they are hitting a ceiling they cannot understand or break through. This dynamic reinforces inequality, as employees who don’t receive specific guidance end up stalled at mid-level roles while others surge ahead with solid, constructive advice. The goal is not to avoid tough conversations, but to handle them fairly and precisely, making sure everyone can benefit from honest input.
To deliver truly beneficial feedback, leaders must focus on outcomes and behaviors, not personal traits. Instead of saying You don’t fit the leadership style here, clarify what tasks weren’t accomplished or which skills need sharpening. For example, if someone struggles with presenting complex data clearly, suggest practicing concise explanations or attending a communication workshop. If a manager feels uncomfortable giving feedback, they should invest in training that helps them navigate cultural differences and maintain respect. Moreover, code words often used to police behavior in biased ways—like calling a woman bossy or a Black employee hostile—should be tossed out entirely. Replace these with neutral, measurable assessments tied to real performance indicators.
Over time, improving the quality of feedback changes the workplace climate. Employees who receive practical suggestions trust that the company wants them to excel. Encouraged by constructive insights, they step forward with new ideas, aim higher, and pursue roles once beyond their reach. This dynamic fosters a robust pipeline of talent from diverse backgrounds. With everyone receiving guidance that makes sense, the definition of leadership broadens. People no longer face ambiguous barriers like executive presence that might be code for you don’t look or behave like the typical leader we expect. Instead, they see tangible steps they can take to succeed. By offering meaningful, specific feedback, organizations empower all voices to grow, lead, and shape the future, ensuring everyone has a fair shot at achieving their goals.
Chapter 6: Nurturing Psychological Safety to Foster Courageous Collaboration and Inclusive Innovation.
Imagine joining a brainstorming session where no one hesitates to voice wild ideas, question existing assumptions, or admit they need help understanding something. This is what it feels like when psychological safety is woven into a company’s fabric. Psychological safety ensures that individuals can speak up without fearing punishment, ridicule, or professional harm. In workplaces lacking this safety, people stay silent rather than risk embarrassment, and innovative thinking shrivels. When certain individuals—especially those from marginalized groups—fear harsh judgment or subtle retaliation, their unique perspectives remain hidden. Without psychological safety, the promise of inclusion remains incomplete. Leaders who commit to building such an environment allow fresh ideas to flow, cultivate open communication, and drive genuine creativity that benefits the entire organization.
Creating psychological safety involves consistent effort and deliberate actions. It’s not just stating We welcome all ideas! and hoping employees trust you. Leaders must model vulnerability by acknowledging their own mistakes and learning from them, showing that it’s okay not to have all the answers. Regular check-ins, anonymous feedback surveys, and inclusive team-building activities pave the way for trust. Over time, employees realize they can challenge the status quo, suggest new approaches, or share difficult personal experiences without backlash. This trust sparks deeper collaboration, where everyone is willing to take interpersonal risks. The environment transforms into a nurturing ecosystem that respects differences, supports intellectual bravery, and encourages everyone to contribute their full range of talents.
One critical aspect of psychological safety is recognizing that safety looks different for different people. Marginalized employees may have previous experiences of exclusion or discrimination, making trust harder to build. Managers must listen carefully to understand what support each individual needs. When leaders truly care and act on suggestions—like adjusting policies, addressing microaggressions, or ensuring equal speaking time in meetings—employees see that their comfort and growth matter. Similarly, well-funded employee resource groups can provide a secure space for underrepresented voices to gather, share concerns, and propose changes. When these groups receive backing and attention from top executives, psychological safety extends beyond words and becomes a lived reality.
A psychologically safe workplace not only nurtures inclusion but also fuels innovation. Teams that trust one another are more willing to experiment and learn from failures. They can refine rough ideas into groundbreaking solutions rather than discarding them out of fear. This openness boosts adaptability, problem-solving, and competitiveness in a constantly shifting market. As psychological safety becomes the norm, employees form stronger bonds and more easily empathize with each other’s challenges. Over time, psychological safety weaves itself into the very culture of the company, ensuring that everyone’s voice is honored and everyone’s contribution is valued. Such environments demonstrate that inclusion is more than a slogan; it’s a committed state of being that sustains healthy growth and meaningful change.
Chapter 7: Transforming Workplace Structures and Policies to Sustain Long-Term Inclusion and Equity.
Inclusion isn’t just a set of feel-good statements. It’s about re-engineering the structures and policies that shape daily work life. No matter how kind or open-minded individuals are, if the system is tilted to favor certain groups, genuine inclusion will never fully bloom. For example, a company can claim it welcomes everyone, but if parental leave policies disadvantage primary caregivers (often women) or if promotion criteria privilege those from certain backgrounds, real inclusiveness is impossible. Transforming policies means taking a hard, honest look at where inequality thrives. It involves revising performance reviews to eliminate biased language, adjusting recruitment pipelines to attract a broad range of candidates, and removing unnecessary hurdles that block certain individuals from advancing. Policy change is the sturdy framework that supports lasting equity.
One crucial step is committing to regular data collection and analysis. Without concrete evidence of where gaps exist, leaders can’t fix them. Identify who gets promoted, who receives high-profile assignments, who attends leadership training, and who remains stuck in entry-level positions. Examine these patterns for disparities linked to race, gender, class, or disability. This is not a one-time exercise; continuous monitoring ensures that progress is measured, not assumed. Transforming structures also means challenging traditional hierarchies. Perhaps decision-making teams could benefit from rotating memberships, or job criteria that have little to do with actual performance could be scrapped. Every structural change made with intention can chip away at systemic biases and pave the way for a more balanced, fair environment.
Transformations extend beyond internal policies. Consider the vendors and suppliers the organization works with. Are they diverse? Do they uphold fair labor practices that align with the company’s inclusivity values? Beyond that, think about how products and services are designed. Are they accessible and appealing to people with different needs, backgrounds, and abilities? Inclusion doesn’t stop at the employee level—it radiates outward through the company’s broader influence. Overhauling structures means acknowledging that organizations shape society, not just their own payrolls. By ensuring policies, supply chains, and business strategies reflect a genuinely inclusive mindset, companies help usher in a more equitable world.
Policy change can be uncomfortable. It often requires confronting hard truths, challenging entrenched interests, and stepping out of comfort zones. Some may worry about how stakeholders, shareholders, or the public will react. But sustainable inclusion is worth the effort. Over time, as structural and policy reforms take hold, employees find that career paths become clearer and more attainable, regardless of background. The workplace atmosphere shifts from just talking about equity to living it. This sends a powerful message to everyone: here, inclusion is not an add-on; it’s built into the foundation of how the company operates. In turn, this stability encourages more ambitious innovation, fosters deeper loyalty, and ensures that employees bring their full talents to the table, knowing the system is designed for fairness and growth.
Chapter 8: Engaging Leaders and Teams to Champion Intentional Inclusion as a Core Value.
No matter how well-designed policies or practices are, they cannot thrive if leaders do not genuinely endorse and embody them. Leadership sets the tone. When executives openly support inclusion, it sends a ripple effect throughout the organization. If leaders mentor employees from diverse backgrounds, encourage open dialogue, and publicly acknowledge where the company can improve, it inspires everyone else to follow suit. Leaders must also acknowledge their own biases and privileges, understanding how these shape their decisions. By doing so, they create a culture that normalizes learning and growth rather than punishment for missteps. Committed leaders stand by underrepresented employees, celebrate their successes, and stand up against any form of bias—showing in action that inclusion is not negotiable.
Teams also play a huge role. Inclusion must be woven into everyday interactions, not just championed from on high. Team members can hold each other accountable, gently correcting exclusionary language, highlighting overlooked voices, and supporting colleagues who face pushback. Encouraging discussions about bias, cultural difference, and privilege within the team normalizes a growth mindset. When everyone understands inclusion is a collective responsibility, it stops being seen as extra work and starts being recognized as critical to the team’s success. Teams that embrace this mindset innovate more readily, adapt more quickly, and handle conflicts more constructively, because trust and respect are already in place.
For leaders and teams to champion inclusion effectively, tangible support must be in place. This may involve providing training that helps employees recognize unconscious bias, holding workshops to discuss cultural nuances, or offering regular forums where people can share experiences and suggestions for improvement. It also means putting money and time behind employee resource groups, letting them influence policy and strategy, not just serve as symbolic clubs. When leaders and teams work together, they can transform a mere diversity statement into a vibrant reality. Over time, what began as intentional efforts become second nature—a new status quo that future generations of employees take for granted as the right and normal way to run a workplace.
As leadership and teams align on these values, the sense of belonging deepens. Employees become ambassadors of inclusion, extending its principles beyond office walls into their personal lives and communities. With true champions at every level, intentional inclusion becomes embedded in the company’s identity. This environment doesn’t just produce better business outcomes; it nurtures humane values that uplift everyone involved. Over time, inclusion as a core value weaves itself into the DNA of the organization. It’s no longer a separate initiative or a box to tick. Instead, it’s the compass guiding decisions, the fuel powering new ideas, and the glue holding people together. By aligning leaders, teams, and systems, the company shows that inclusion is not a transient trend, but a permanent, cherished principle.
All about the Book
Inclusion on Purpose by Ruchika Tulshyan empowers organizations to embrace diversity strategically. Discover transformative strategies for fostering inclusive environments that elevate voices historically marginalized and drive significant, sustainable change for an equitable future.
Ruchika Tulshyan is a renowned diversity, equity, and inclusion expert, inspiring organizations globally with her innovative approaches to fostering inclusive workplaces and advocating for diverse leadership.
HR professionals, Diversity and Inclusion consultants, Corporate leaders, Educators, Non-profit executives
Reading about social justice, Participating in community service, Attending workshops on diversity, Engaging in discussions about equity, Volunteering for advocacy groups
Workplace discrimination, Lack of diversity in leadership, Cultural biases in organizations, Inequality in career advancement
Inclusion is not just about checking boxes; it’s about creating a culture where everyone feels they belong.
Michelle Obama, Brene Brown, Cory Booker
Best Business Book of the Year, Diversity Leadership Award, Outstanding Contribution to Female Leadership
1. How can inclusion impact workplace creativity and innovation? #2. What strategies promote diverse perspectives in decision-making? #3. How does intentional inclusion enhance team collaboration? #4. What role does leadership play in fostering inclusion? #5. How can biases affect team dynamics and performance? #6. What are effective communication techniques for inclusion? #7. How can organizations measure their inclusion efforts? #8. What practices support underrepresented voices in discussions? #9. How does culture shape perceptions of inclusion? #10. What are the benefits of inclusive hiring practices? #11. How does allyship strengthen an inclusive environment? #12. What challenges do organizations face in promoting inclusion? #13. How can employees advocate for a more inclusive culture? #14. What impact does intersectionality have on inclusion? #15. How can feedback be used to drive inclusive practices? #16. What role do policies play in ensuring inclusion? #17. How can organizations create psychological safety for all? #18. What are some misconceptions about diversity and inclusion? #19. How can storytelling enhance understanding of inclusion issues? #20. What skills are essential for leading with inclusion in mind?
Inclusion on Purpose, Ruchika Tulshyan, diversity and inclusion, workplace culture, leadership strategies, inclusive leadership, organizational change, employee engagement, cultural competency, diverse teams, Equity in the workplace, business strategy
https://www.amazon.com/Inclusion-Purpose-Ruchika-Tulshyan/dp/164782018X
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