On June 5, the U.S. Supreme Court delivered a unanimous ruling in Ames v. Ohio Department of Youth Services — a decision that could reshape how workplace discrimination claims are handled. While some are calling this the beginning of a “flood of reverse discrimination lawsuits,” let’s be clear: this is an opportunity for employers to ensure their inclusion, diversity, equity, and accessibility (IDEA) efforts are grounded in fairness for everyone.

Many employers continue to face challenges around inclusion, diversity, equity, and accessibility (IDEA). In recent years, there has been a growing recognition of the importance of IDEA in the profession, as it helps the industry grow, innovate, and become safer. But which should come first: diversity or inclusion?

Inclusion, diversity, equity, and accessibility (IDEA) have become essential components of modern workplace success. Diverse workforces drive innovation, creativity, and enhanced decision-making. For Canadian businesses, diversity is increasingly essential for various reasons, not the least of which is financial. Studies show that inclusive companies are more profitable and better positioned to compete in global markets. By fostering a culture that values diversity, companies can attract top talent, improve employee retention, and ultimately enhance their bottom line.

Exclusion manifests in various forms, including social, workplace, and educational settings, and it has far-reaching consequences for individuals and communities. Exclusion can lead to isolation and diminished mental health and can result in reduced productivity and job satisfaction. By leading by example, individuals and organizations can foster environments where everyone feels valued and respected. Taking a stand against exclusion benefits those directly affected and strengthens the fabric of society as a whole.

Empathy, often misconstrued as sympathy, is pivotal in effective leadership. While sympathy involves feeling pity for another, empathy goes a step further by putting oneself in another person’s position and understanding their feelings and perspectives.

There is a big difference between equity and equality. Equality is treating everyone the same.  Equity involves recognizing and addressing each employee’s unique needs, experiences, and challenges to create a truly inclusive environment. Equity ensures everyone has the necessary support and opportunities to succeed, acknowledging that different individuals require different resources to achieve similar outcomes.

The concept of unconscious bias is not a new one. The theory was developed nearly 30 years ago, in 1995, by psychologists Mahzarin Banaji and Anthony Greenwald and has become a common point of discussion in Canadian workplaces and society as a whole. But what is unconscious bias really, and how does it impact our daily interactions?

Inclusive leaders are committed to fostering an environment where all team members feel valued and included. This means going beyond mere tolerance of differences to actively celebrating and leveraging people’s differences for the team's benefit. The pillars of inclusive leadership—understanding one's own bias, being culturally competent, having an awareness and understanding of privilege, and practicing active listening and empathy—are crucial for any organization to thrive in today's global and diverse market.

You may not know it, but by not providing an inclusive work environment, it may be costing your organization money. In business, the cost of exclusion extends far beyond the surface, impacting the morale of employees and the organization’s financial health. There are many areas where exclusion can be hurting your top and bottom line.

Inclusive leadership stands as a beacon, guiding Canadian organizations through the complexities of a diverse workforce. It champions recognizing and celebrating differences, fostering a culture where every individual feels valued and empowered. This leadership style enhances team collaboration and creativity and drives sustainable growth by embracing various perspectives and ideas. As businesses across the country continue to navigate the intricacies of globalization and cultural integration, embracing inclusive leadership practices becomes crucial for success. It is not merely a trend but a fundamental shift towards creating inclusive, equitable, and accessible workplaces where everyone can succeed.

In any business, a well-structured plan for inclusion, diversity, equity, and accessibility (IDEA) is essential. This goes beyond just the conventional business case—the integral role of IDEA in today’s business climate is evident as it shapes organizational culture and drives innovation; and creating a IDEA plan is not about compliance or public image—it is a strategic necessity that resonates with the core values of a business and its stakeholders. IDEA planning in a global context involves adapting strategies to cultural nuances—it is crucial in today's global market, where businesses exist in diverse cultural landscapes.

Arguably the words "inclusion," "diversity," "equity" and "accessibility" (or "IDEA") have become part of the zeitgeist. The past 10+ years have seen several key pivotal moments that have embedded IDEA as a priority in Canadian workplaces and society overall: Prime Minister Trudeau's mic drop comment, "Because it's 2015," when asked about why he insisted on having 50 percent women in his cabinet; or the brutal murders of George Floyd and countless other Black and Brown people, killings where the perpetrator committed the act with assumed impunity, thinking they were doing society a favour. Whatever event we point to, it is undeniable that employers can no longer ignore IDEA.

Organizations often struggle with how to create and sustain inclusion in the workplace. What they don't understand is that there is actually very little they can do to guarantee an inclusive workplace. The key to creating workplaces, where all people can thrive, lies in the people that occupy that space.

When I started working in diversity and inclusion (or D&I) in 2006, a handful of consultants worked in this space. None of the major consulting firms were playing in the space; if they were, it was an afterthought that lived in the human capital practice. Most of the available D&I consultants were solopreneurs, which came with limitations in their ability to scale up their offerings.

You may have noticed pronouns popping up all over the place: in email signatures, online profiles, and even as people introduce themselves: “Hi, my name is Michael, and my pronouns are he/him.” But why does it matter?