Gender Sensitisation and Inclusive Leadership for Creating Equitable Workplaces

A recent series of workshops was conducted by The Outcast Collective for one of the clients, working in the Social Sector on providing educational, healthcare and livelihood assistance to people. The series of workshops were conducted on Gender Sensitisation and Inclusive Leadership. The sessions were aimed to provide the participants with a deep understanding of unconscious bias, gender, sexuality and sexual orientation, and impact of our identities in navigating everyday decisions, how to be an ally, and actions one can take as managers and leaders. The workshops were designed to encourage self-awareness and foster an inclusive environment where every individual feels valued and respected. 

Objective:

• Raising awareness about different forms of unconscious bias in the workplace, and its impact on decision making. 
• Understanding the complexities of gender identity, gender expression, and sexual orientation. 
• Learning LGBTQ+ terminologies and understanding the challenges faced by the community. 
• Defining allyship at work, and understanding its role in fostering an inclusive workplace. 
• Exploring the principles of inclusive leadership and discussing a continuum to build the organisational culture of inclusion and belonging. 

Context:

The organisation lacked gender sensitisation among employees and revealed a significant gap in understanding how to interact respectfully with individuals from the marginalised communities, particularly those with different gender identity and sexual orientation. The employees were unaware of how their language and behaviour might unintentionally perpetuate stereotypes and cause discomfort to others. There was a lack of clarity around what kinds of questions are appropriate to ask when engaging with people from marginalised communities. 

These issues were particularly concerning for the organisation since they operate in the social sector, where the employees are required to frequently engage with individuals from the marginalised communities on field. In such a context it becomes essential for employees to be aware and empathetic in their interactions, ensuring that they create a safe and inclusive environment for everyone they work with. Recognising this need, the organisation took a significant step by conducting an unconscious bias and gender sensitisation workshop, which was attended by over 200 employees. This initiative aimed to build awareness and challenge ingrained assumptions that could negatively affect field engagement.

Furthermore, building an inclusive workplace culture goes beyond individual awareness; it also requires structural change. For this, the organisation has acknowledged the importance of increasing representation of women and individuals from other marginalised groups. The challenge is not only to increase representation at the entry level but also to ensure that the individuals from marginalised groups are well-represented in leadership positions, where they contribute equally to bring about a change in the organisation. As part of this effort, over 60 managers and leaders participated in an Inclusive Leadership workshop, designed to equip them with the skills and perspectives needed to foster equity and inclusion at all levels of the organisation.

DEI in the Social Sector:

There is a common misconception that individuals from the social sector, due to their direct engagement with the communities, inherently possess a deeper understanding of DEI and are more open to its principles. While it’s true that many individuals in the social sector are often more receptive to DEI concepts, it’s important to note that they too have their own reservations or limitations when it comes to implementing these ideas within their organisation. 

DEI in the Global Context:

US President Donald Trump signed an executive order that dismantles Diversity, Equity, and Inclusion (DEI) programs, marking a significant shift in the national discourse. While DEI practices were originally designed to address the disparities faced by the marginalized communities, it is clear that everyone stands to benefit from such initiatives, fostering a more inclusive society. The executive order terminates the DEI initiatives, which will not only hinder efforts to address systemic inequalities but also undermine broader efforts for social and economic growth and justice. Therefore, it becomes all the way more important to talk about DEI with much urgency. 

Methodology:

The four sessions were designed as a series, each building upon the previous one to address a specific issue and create a comprehensive learning experience for the participants. 

The first session focused on understanding ‘Unconscious Bias’. In the workshop we explored how unconscious biases shape our decisions and behaviors toward others, and discussed strategies for identifying and addressing these biases in the workplace.

The second session delved into ‘Gender, Sexuality, and Sexual orientation’, providing participants with a deeper understanding of gender identities and sexual orientations. The session emphasized how to be empathetic and non-biased toward individuals with different identities, fostering a more inclusive and accommodating environment.

The third session addressed ‘Allyship in the Workplace’. Participants learned about the importance of understanding their own privilege, being present for marginalized groups, and recognizing the daily challenges faced by these individuals. The session encouraged participants to become advocates for inclusivity, helping them understand how to support others without judgment and be active allies in promoting equality.

The final session focused on ‘Inclusive Leadership’. In the workshop we discussed how leaders can be mindful of their own biases, create space for marginalized voices, and use their positional power to bring about structural change. Gender biases manifest in various ways, such as the underrepresentation of women in leadership roles, wage disparity, and the lack of diversity in decision-making forums, all of which were highlighted in the workshop. 

Activity Highlights:

The workshops were conducted in an interactive manner to ensure that all the participants understood the concepts and its implications in real life. Activities such as ‘Gender Bread Person’ involved identifying and differentiating between gender identity, sexuality, and gender expression. The “You Soup” and “Privilege for Sale” activity illustrated how an individual is constituted of different identity markers which then shape our experiences of privilege or oppression. A powerful moment during the workshop was the “Privilege Walk” exercise, where participants acknowledged their privilege based on various identity markers such as race, gender, and socioeconomic status. These exercises encouraged the participants to reflect on their own identities and experiences, and explore how systems of power and privilege impact our daily interactions and societal structures. 

A case study used for the ‘Inclusive Leadership’ session, served as a powerful tool to engage leaders in understanding the nuanced barriers that hinder women’s advancement in the organisation. It provided the leaders with skills to identify the problem and provide practical strategies to increase women’s participation in the leadership and decision making roles. This activity served as a collaborative learning experience which contributed significantly into shaping a shared vision for a more inclusive organisational culture.

Key Themes and Concepts:

1. Unconscious Bias

The workshop highlighted the concept of unconscious bias—biases we hold unknowingly, formed as a result of our brain’s natural inclination to make quick decisions. Unconscious biases are not inherently “good” or “bad,” but their impact on our decisions can be profound. The workshop emphasized that it is nearly impossible to remain entirely unbiased, but it is crucial to acknowledge and manage these biases to avoid harmful effects.

2. Stereotypes and Prejudice

The session delved into how stereotypes are generalizations made about groups, while prejudices stem from stereotypes that are reinforced over time, often developing into negative biases. Participants explored the impact of such assumptions, especially in professional settings, where they can negatively impact hiring, team dynamics, and organizational culture.

3. Microaggression

Microaggressions—subtle or everyday verbal or behavioral slights—were discussed in depth. Participants were invited to reflect on how seemingly harmless comments or actions can accumulate and perpetuate discrimination. The workshop provided tools to identify microaggressions and respond to them constructively.

4. Gender, Sexuality and Sexual Orientation

The workshop explored the complexities of sex, gender, and sexuality. The session emphasised on the fluidity and spectrum of these concepts, encouraging participants to understand, be empathetic and respectful of the individual choices and experiences of people. 

5. LGBTQIA+ terminologies

The workshop introduced the participants to the essential terminologies surrounding LGBTQ+ identities. Understanding the terminologies is essential to foster an inclusive environment at workplaces, as it helps people avoid unintentionally stereotyping people. The workshop encouraged open dialogue about gender and sexuality, promoting a respectful environment at work. 

6. Allyship at Work

The workshop provided an understanding to the participants of how one can become an ally and the importance of allyship holds in creating a workplace more inclusive. There are several actions an ally could take to actively support a marginalised group, at an individual, interpersonal, and structural level. The session emphasised that allyship is an ongoing, proactive effort to create a supportive and inclusive workplace culture. 

7. Power and Privilege

Understanding power and privilege is crucial for identifying systemic inequalities and working towards greater social justice. The workshop delved into the concept of privilege, discussing how certain individuals or groups have unearned advantages due to their social identities, which provides them with the added opportunities and power. In the workshop the participants were encouraged to reflect on their privilege and the power it provides them, and how that power could be utilised into advocating for change and supporting marginalised groups. 

8. Intersectionality

Intersectionality as a framework was explored for understanding how various aspects of a person’s identity – such as gender, caste, class, race, sexual orientation, disability, etc – intersect and interact to shape their experiences of privilege and oppression. 

9. Inclusive Leadership 

The workshop on inclusive leadership discussed the essential approach and framework to foster diverse, equitable and supportive workplaces. Leaders essentially build the culture of the organisation, and Inclusive leaders actively create environments where all employees feel valued, respected, and empowered to contribute their unique perspectives. 

Inclusive Leadership as an Intervention

Leaders play a central role in shaping and sustaining organisational culture. As individuals with positional power, leaders have the influence to either reinforce existing inequalities or actively challenge them. This workshop aimed to shift that influence toward driving inclusivity and equity. By focusing on the 3B’s framework, leaders were encouraged to critically reflect on how their own assumptions and everyday actions could unintentionally marginalise others. The session was designed not just to build awareness, but to foster accountability among leaders, equipping them with the tools to lead cultural change from the top. The Inclusive Leadership Continuum served as a practical guide, helping leaders assess their current practices and identify where they needed to grow in order to lead more inclusively.

Through real-world case studies and collaborative discussions, leaders recognised how structural barriers such as biased promotion practices and exclusionary leadership norms were limiting the participation of women and other marginalised groups. The workshop created a safe space for honest dialogue, allowing leaders to share experiences, confront discomfort, and brainstorm actionable strategies together.

Insights from the Participants:

During the session, participants reflected on what inclusion meant to them. Many emphasized the importance of feeling valued, respected, and accepted. One participant noted that inclusion goes beyond merely tolerating differences; it involves actively ensuring that everyone feels welcomed and supported for who they are. This personal insight was particularly valuable in reinforcing the session’s message that inclusion is an intentional action, not just an abstract concept.

Positional power plays a crucial role in shaping organisational dynamics, particularly when it comes to making structural changes. One of the participants shared that, while changes may not always be immediately visible, the real shift often occurs at the mindset level. This transformation in the mindset is essential for fostering a more empathetic and inclusive workplace where individuals with diverse identities can feel valued and supported. Another participant pointed out that one of the key barriers to inclusivity is fear of challenging the status quo and breaking away from the power. This fear can prevent leaders from fully embracing diversity and inclusion. However, the conversation emphasised that true progress requires challenging these fears and reimagining the workplace in a way that empowers everyone regardless of their identity. 

Sustenance Plan:

As part of a sustenance plan for the coming months, TOC will send out short nudges to the participants, keeping them informed and engaged with conversations around DEI and Allyship. These nudges will not only provide new insights and concepts related to DEI but also encourage the participants to reflect on their personal experiences and share relevant instances. This approach allows us to interact with each participant individually, track the impact of the workshops on their lives, and assess how their mindsets and the organization’s culture are evolving. By fostering continuous reflection and dialogue, we aim to create lasting change and ensure the principles of DEI and Allyship are deeply embedded within the organization. 

Conclusion:

The Gender Sensitisation and Inclusive Leadership workshops helped the participants better understand the DEI principles and concepts, and effective strategies on how to create their workplace more inclusive and respectful. The workshops encourage self-awareness, reflecting on one’s experiences, and enhancing inclusive leadership skills for a structural change in the organization.