Why do we talk about Inclusion and DEI for decades, while individual managers still struggle where to start? Why do we decorate the canteen with purple flags once a year and set up women networks and ally programs, while the perspectives of minorities are not heard in the management layers of organisations? Why is it that we await corporate initiatives, rather than make our daily conversations more inclusive? Partially, because our brains are inherently biased and programmed to exclude others.

An inclusive leader invites unwelcome perspectives, while having conversations with all the diverse talent around her. She sees the limitations of her own intellect and uses her curiosity to learn. She does not back off from discomfort and conflict: she enriches her worldview with new perspectives. She admits that she is biased, just like everybody else. And she stays away from the extremes articulated in polarised debates, as she knows we can only learn from nuanced views. This practical book helps you to become more like her, such that inclusion becomes part of your daily work...

Als je samenwerkt met mensen uit andere culturen word je nogal eens verrast. De Japanner zegt niet eerlijk waar het op staat. In India zegt men het één, maar doet men het ander. En je Italiaanse zakenrelatie heeft tijd voor alles, behalve voor zaken.

Cultuurverschillen leiden vaak tot verwarring en irritatie. Iedereen handelt immers vanuit zijn eigen referentiekader; een kader dat wordt bepaald door de omgeving waarin je opgroeit. Dit boek helpt je om je bewust te worden van je eigen kader...