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Workforce Matters: Inclusion is like Safety — Everyone is Responsible
July 15, 2024
In high-risk industries, safety is frequently at the top of the agenda for any meeting. In the two decades I have been in the energy sector, I cannot think of any other topic that has had more focus than safety. While there is always a dedicated team or department, it is well understood that every person has safety responsibilities — if something is not right, they are empowered to speak up and intervene.
Safety isn’t the only area where this approach makes a difference. Inclusion is another area where everyone has a role, and it has a very clear link to safety.
On-site or at a plant, there are risks all around. HAZID (hazard identification) sessions are everyday activities where a team comes together to identify hazards that may impact people or the work. It is critical those taking part in these meetings are comfortable sharing their ideas and views, as this may prevent an injury to a person. If someone does not feel included in the team, they may not feel supported when highlighting potential hazards. Types of non-inclusive behaviors include:
- Interrupting or speaking over colleagues during safety meetings or project discussions.
- Ignoring or dismissing ideas from certain team members, especially in brainstorming sessions.
- Making assumptions based on stereotypes, such as questioning the technical abilities of certain personnel.
- Excluding individuals from important meetings or project updates.
- Using language that marginalizes or offends, whether in casual conversations or formal communications.
This may lead to skilled personnel questioning themselves, assuming they are wrong or just not speaking up, which could lead to someone getting hurt.
Whose job is it to ensure everyone feels equally capable and supported to raise any issues? This isn’t something that sits with the diversity and inclusion department. Every leader has a responsibility to their team to create an inclusive workplace culture to ensure all voices are heard and acknowledged. Addressing non-inclusive behaviors requires proactive interventions and strategies, for example:
- Encourage open dialogue: Create a safe space for team members to share their experiences and concerns, especially during safety briefings and project discussions. Ask for feedback regularly and being open to making necessary changes helps demonstrate a leader’s commitment to doing the right thing for the team.
- Lead by example: A leader must demonstrate inclusive behavior in interactions, acknowledge contributions, actively listen and ensure everyone has a voice in discussions, particularly during critical project phases.
- Hold discussions on inclusive workplace practices: Regular discussions about inclusion at work covering unconscious bias, cultural competence and inclusive practices can make a significant difference to the team culture. Equipping teams with the tools they need to recognize and address non-inclusive behaviors enhances both team dynamics and safety culture.
- Support mentoring and sponsorship: Mentoring and sponsoring underrepresented team members can support their career development. Helping them to navigate their career paths and providing development opportunities within the technical environment will help build their confidence as well as technical capabilities.
Every team member has the ability to speak up when they see someone who isn’t contributing or who has been overtalked by another. Anyone can ask the team, “Have we missed anything?” and go round the table, virtual or physical, to ensure everyone has an opportunity to raise their points. Developing inclusive leadership skills not only benefits the team but also sets individuals apart from their peers.
Being recognized as an inclusive leader can enhance a person’s professional reputation and open up new career opportunities. It can be a strategic move for career development as it enables someone to be seen in a different light by demonstrating their commitment to creating positive workplace cultures and their ability to effectively lead diverse teams. Inclusive leaders are seen as forward-thinking, empathetic and effective in managing diverse teams. These qualities are highly valued and can lead to promotions, increased responsibilities and greater influence within an organization. Therefore, developing these skills not only contributes to a safer, more collaborative working environment but positions you well for long-term success.
Inclusion, like safety, is everyone’s responsibility, and fostering inclusive workplace cultures requires collective effort and dedication. Diverse perspectives can lead to better problem-solving and decision-making. Therefore, inclusive leadership not only improves team dynamics but enhances overall project success by leveraging each team member's unique strengths.
By developing inclusive leadership skills, engineers and operators at chemical facilities can foster a culture of respect and collaboration, driving efficiency and safety in their operations while differentiating themselves from their peers. By embracing this challenge and leading by example, future leaders can make inclusion an integral part of their leadership journey.
