The Power of Questions: From Awareness to Action in Inclusive Leadership

I’ve been reflecting on something powerful lately. The most transformative moments in inclusive leadership often start with a single question.

Not grand proclamations or sweeping policy changes, but simple questions such as:

• “Where’s the potential bias in this situation?”
• “How do you know this is true?”

These small interventions can completely shift the trajectory of a decision, a relationship, or an entire team dynamic.

If you’re ready to move from inclusive awareness to inclusive, respectful, dignified and equitable action with practical tools you can use in your very next meeting these insights will both challenge and inspire you.

1. The Power of Questions as Bias Interrupters

Inclusive leadership isn’t about catching people out; it’s about creating learning moments. A well-placed question can illuminate blind spots without triggering defensiveness.

Examples of bias-interrupting questions:

• Whose voice haven’t we heard yet?
• What evidence are we using to make this decision?
• If this person looked different / had a different background, would we make the same assumption?
• Can we pause and check if we’re making a judgement, based on facts or familiarity?

Imagine a hiring panel where one candidate is described as “a great culture fit.” Instead of challenging aggressively, you could simply ask:

“When we say, ‘culture fit’, what do we mean? Could that unintentionally exclude someone who brings a different but valuable perspective?”

2. Building Authentic Relationships Across Differences

Diversity alone does not guarantee inclusion. Authentic connections, seeing the full humanity of people, help to dismantle stereotypes and open new ways of working together.

Practical examples:

• Across gender: Invite both men and women to mentor each other, not just women receiving mentorship.
• Across race/ethnicity: Share leadership stories from different lived cultural perspectives in meetings.
• Across disability: Instead of assuming needs, ask “What does support look like for you?” and co-create adjustments.
• Across age: Pair younger staff with older colleagues in reverse-mentoring programmes.
• Across faith: Make space for flexible scheduling around religious observances and invite voluntary sharing of traditions at team events.

3. Why Structured Processes Beat Good Intentions

Even skilled pilots use checklists. Why? Because under pressure, we all default to shortcuts and biases. Inclusive leadership requires the same discipline.

Sample EDI Leadership Inclusion Checklist:

1. Have all stakeholders been consulted or represented?
2. Did we actively seek out voices different from the majority?
3. Are we using objective criteria (data, agreed competencies) to make decisions?
4. Have we checked for unintended consequences across all protected characteristics?
5. How will we measure fairness, equity, and impact?
6. Have we created accountability – who will follow up?

4. Transforming Meetings into Inclusion Tools

Meetings are a mirror of your team culture. Do the same people dominate? Do quieter voices get drowned out? Inclusive leaders design meetings intentionally.

Example: Brainwriting

Unlike brainstorming, where louder voices prevail, brainwriting asks everyone to write their ideas silently for a set time. These are then shared, rotated, or built upon.

How it works:

1. Pose a question (e.g., “What strategies could we use to improve accessibility for our customers?”).
2. Each person writes 3 ideas in silence.
3. Papers/cards are passed on to the next person, who adds or builds on them.
4. After a few rounds, the facilitator collects and discusses themes.

Benefits:

• Equal airtime for every participant.
• Reduces dominance of extroverts or senior voices.
• Encourages creative, considered contributions.

5. What Resonates Most?

Inclusive leadership doesn’t start with sweeping reforms. It starts with micro-moments:

• a question,
• a checklist,
• a meeting redesign.

These moments compound into cultures where everyone feels valued, respected, and able to thrive.

Techniques you can try this week:

• Use a bias-interrupting question in your next decision.
• Invite someone different into your next conversation or planning group.
• Apply a checklist before signing off a project.
• Try brainwriting in your next meeting.

The transformation lies not in what you say you believe, but in what you consistently do.

Practical Tool: Inclusive Leadership & EDI Checklist

Representation & Voice

• Have all relevant stakeholders or groups been consulted?
• Whose voices are missing from this conversation?
• Have we actively sought perspectives that differ from the majority view?

Decision-Making Criteria

• Are we using clear, objective, and transparent criteria?
• Have we challenged assumptions that might be based on “gut feeling” or “culture fit”?
• Is there data or evidence to support our reasoning?

Impact Across Protected Characteristics

Have we considered the impact on people of different:

• Age
• Disability
• Gender reassignment
• Marriage and civil partnership
• Pregnancy and maternity
• Race/ethnicity
• Religion or belief
• Sex
• Sexual orientation

Could our decision unintentionally disadvantage one or more of these groups?

Accessibility & Adjustments

• Have we provided information in accessible formats (e.g., plain language, alternative formats)?
• Are reasonable adjustments or flexible options available for those who need them?

Accountability & Transparency

• Who is responsible for monitoring and follow-up?
• How will we measure fairness, equity, and impact?
• Have we documented the process to ensure transparency?

Culture & Behaviour

• Did we encourage psychological safety (people feel able to speak openly without fear)?
• Have we invited constructive challenge to avoid group thinking?
• Did we pause to reflect on whether bias may have shaped the discussion?