APG Talks: Inclusive leadership requires clear choices

Diversity and inclusion are seen by financial institutions as preconditions for a future-proof organisation. Yet in practice, tensions often arise: how do you create an inclusive environment without losing sight of identity, quality and performance? In a conversation with Professor of Strategic Talent Management and Leadership Prof. Dr Lidewey van der Sluis (Nyenrode Business University), Katherine Kucherenko of APG explores this tension between inclusivity and exclusivity, and why it is precisely their combination that is essential.

According to Van der Sluis, inclusivity and exclusivity are too often mistakenly presented as opposites. “Many organisations see exclusivity as something negative, but that’s an oversimplification,” she says. “An organisation can be inclusive internally, but externally it does need to make clear choices.”

Inclusivity is about being heard and seen within the organisation, about belonging and being able to contribute. Exclusivity, by contrast, concerns the question of who can be part of that organisation. “You can’t admit everyone. Strong organisations dare to be explicit about who they are looking for, which values they consider important and what behaviour fits with those values.”

Protecting identity and performance

According to Van der Sluis, this clear delineation is crucial for financial institutions in particular. Organisations with a long history, such as pension providers and banks, have carefully built up their identity over time. “That identity contributes to stability, trust and performance. Inclusive leadership does not mean letting everything go, but giving people room to operate within clear frameworks.”

An inclusive culture therefore does not emerge simply by recruiting more diversely. “Many diversity strategies get stuck at entry level, for example by aiming for a higher percentage of women or people from different backgrounds. But if the organisation itself does not change, those people will leave just as quickly.”

Mindset, motivation and relational strength

Van der Sluis argues that talent should not be reduced to visible characteristics or background. “I don’t look at what someone is, but at how someone thinks, learns, collaborates and develops.” According to her, talent is therefore about mindset, motivation and relational strength.

Good performance is rarely achieved individually, she emphasises. “Organisations function by the grace of relationships. High performance is almost always the result of collaboration and mutual alignment.”

Leadership as a connecting force

For contemporary leadership, Van der Sluis sees a clear core. “Leaders need to be clear about the organisation’s mission and direction, but also be able to connect—internally and externally.” In a complex environment, organisations cannot go it alone, she says. “Collaboration with partners requires openness, clear expectations and mutual understanding.”

According to Van der Sluis, this is precisely where the strength of inclusive leadership lies: not involving everyone in everything, but ensuring that people who contribute feel seen and heard. “Inclusivity is about doing justice to people.”