Research Brief
A recording for this session isn't published. Below is the BPI editorial brief — key takeaways, an in-depth summary, and FAQs drawn from the original session materials and the presenter's body of work.
Presenter
Jennifer Brown
Description
To give their fullest contribution, employees must feel they can bring their full selves to work; however research shows many do not feel comfortable doing so. They are spending valuable energy every day minimizing or managing aspects of their own diversity * of identity, background, experience * in order to succeed. This takes a particular toll on diverse talent * women, people of color, LGBT individuals, people with disabilities * at a time when organizations are struggling to recruit, retain, and develop those same individuals. But all of us, and the business pay the price. Especially in today’s shifting landscape, we need to think more broadly about the very definitions of diversity which will resonate most with current and future talent. Jennifer Brown, author of Inclusion: Diversity, the New Workplace & the Will to Change (2016) will address the valuable opportunities we have to build more inclusive workplace environments where all kinds of talent feel welcome.
Learning Points
What Will You Learn: * The shifting definitions of diversity and inclusion in the workplace today * The Iceberg Model: where we set our own waterline, and why * The role and pervasiveness of "covering" in today's workplace * The business case for Diversity and Inclusion * Welcomed, Valued, Respected, and Heard℠ : A new model for Inclusion * What leading companies are doing to build more inclusive workplace cultures for the future * The Ally Continuum, including more about how executives can model inclusive behaviors and what allies can do to support under-represented or lesser-understood communities in the workplace
Key Takeaways
- 1.Many employees expend valuable energy 'covering' aspects of their identity, background, and experience to succeed at work.
- 2.Organizations must broaden the definition of diversity to attract, retain, and develop talent.
- 3.The Iceberg Model illustrates the visible and hidden aspects of an individual’s identity.
- 4.Inclusion means creating an environment where employees feel Welcomed, Valued, Respected, and Heard℠.
- 5.The Ally Continuum provides a framework for how leaders and colleagues can support underrepresented groups.
- 6.There is a strong business case for creating an inclusive culture where all talent can bring their full selves to work.
The Challenge of Bringing Your Full Self to Work
Research shows that many employees do not feel comfortable bringing their full, authentic selves to the workplace. They often spend valuable energy minimizing or managing aspects of their identity, background, and experience—a practice known as "covering." This takes a significant toll on diverse talent, including women, people of color, LGBT individuals, and people with disabilities, at a time when organizations are struggling to recruit and retain them. Ultimately, both the individual and the business pay the price.
Presenter Jennifer Brown, author of Inclusion: Diversity, the New Workplace & the Will to Change, explores how to build more inclusive environments where all talent feels a sense of belonging.
Rethinking Diversity and Inclusion
To build the workplaces of the future, we must think more broadly about the very definitions of diversity and inclusion. This webinar unpacks these shifting definitions and introduces new models for understanding identity and fostering belonging.
Key concepts include:
- The Iceberg Model: This model helps visualize the parts of our identity that are visible to others versus those that are below the "waterline." Many people choose how much of their identity to reveal at work, and understanding this is key to inclusion.
- Covering: The webinar delves into the pervasiveness of covering and its negative impact on employee engagement and an organization's bottom line.
- The Business Case: A clear business case for diversity and inclusion is established, linking it directly to talent recruitment, development, and retention.
Driving Inclusion 2.0: Allyship and Intersectionality
To move forward, organizations must create a culture where employees feel welcomed, valued, respected, and heard. This session introduces a new model for inclusion under this framework and provides practical strategies for implementation.
The Role of Allies and Leaders
A central theme is the power of allyship. The webinar explores the Ally Continuum, a model that shows how individuals at all levels—especially executives—can demonstrate inclusive behaviors. Allies are critical in supporting underrepresented or lesser-understood communities, helping to create a culture where everyone feels they belong. Participants will learn what leading companies are doing to build these inclusive cultures for the future.
This session addresses the evolving landscape of diversity and inclusion, highlighting the critical role of individual experiences, intersectionality, and active allyship. It delves into how understanding one's own unique diversity story and supporting others drives a deeper, more effective form of inclusion in organizations.
What you'll learn
- The concept of "Diversity Story" and its impact on personal and professional identity.
- How intersectionality shapes individual experiences of privilege and oppression.
- The power of allyship in creating more inclusive environments.
- Strategies for moving beyond basic diversity metrics to a more profound Inclusion 2.0 model.
- Practical steps for leaders to foster a culture where all voices are heard and valued.
Who this webinar is for
This content is designed for:
- Leaders and managers at all levels seeking to enhance their inclusive leadership skills.
- HR and Diversity & Inclusion professionals looking for advanced strategies.
- Anyone interested in understanding the nuances of diversity, equity, and inclusion (DEI).
- Individuals committed to fostering more equitable and supportive workplaces.
Why it matters now
In a rapidly changing global landscape, a superficial approach to diversity is no longer sufficient. Organizations must move beyond mere representation to truly integrate inclusion into their core culture. Understanding intersectionality helps leaders recognize and address complex, overlapping forms of disadvantage, while active allyship empowers individuals to support marginalized groups effectively. This holistic approach is essential for building resilient, innovative, and equitable organizations.
How leaders can apply this
Leaders can apply insights from this session by:
- Encouraging team members to share their unique diversity stories to build empathy and understanding.
- Educating themselves and their teams about the principles of intersectionality.
- Actively practicing allyship by advocating for underrepresented groups and challenging exclusionary behaviors.
- Developing policies and practices that address systemic inequities rather than just individual biases.
- Fostering an environment where psychological safety allows for open dialogue about diversity and inclusion challenges. As Jennifer Brown emphasizes, moving to Inclusion 2.0 requires a conscious and continuous effort from every level of an organization, starting with personal commitment and extending to systemic change.
About this session
Key takeaways
Watching this webinar gives you grounded, practical perspective on workplace culture. Expect ideas you can use in leadership conversations, not abstract theory, drawn from Jennifer Brown's direct experience.
Who this is for
CHROs, HR business partners, talent leaders, executive coaches, organizational development practitioners, and senior leaders who are responsible for workplace culture inside their organization.
Why it matters now
Workforce expectations, hybrid work patterns, and AI-driven change keep raising the bar on culture and leadership. Sessions like this help leaders make smarter, more evidence-informed decisions about workplace culture.
How to apply it
Use the ideas here to challenge a current assumption on your team, design a single concrete experiment in the next 30 days, and bring one finding back to your leadership group for discussion.