Beyond Bias Training: 5 Manager Actions That Drive Real Inclusion

Stop relying on passive bias training and start using these five actionable steps to move from theoretical CSR commitments to daily managerial practices that guarantee Equity and inclusion on your team.

BLOG

9/22/20253 min read

The Manager's Role: The Make-or-Break Point for CSR

Companies spend millions on defining their Corporate Social Responsibility (CSR), setting ethical standards, committing to the community, and promising internal fairness. Yet, these policies often fall flat at the team level. Why? Because the success of EDI (Equity, Diversity, and Inclusion) hinges not on high-level strategy, but on the daily actions of the manager.

Passive bias training is no longer enough. Managers must actively dismantle barriers and act as sponsors for their diverse teams. The forthcoming DDAL Toolkit will provide the structure, but here are five immediate actions that drive genuine inclusion:

1. Conduct a "Talent Audit" to Disrupt the 'Like Me' Cycle

Leaders naturally gravitate toward people who remind them of themselves. This leads to imbalanced access to high-profile projects, mentorship, and key development opportunities, a clear failure of Equity.

Action: Systematically track who gets the "stretch" assignments, who is mentored, and who is nominated for training. If the same demographic groups dominate, intervene and proactively sponsor underrepresented individuals.

2. Make Psychological Safety Your Default Setting

Inclusion means people feel safe enough to speak up, offer dissenting opinions, and admit mistakes without fear of punishment. This is non-negotiable for effective teams.

Action: Practice 'No Punishing the Messenger.' When a team member points out a flaw in a plan, publicly thank them for their honesty and problem-solving. This rewards vulnerability and encourages critical thinking.

3. Treat Flexible Work as an Equity Tool, Not Just a Perk

Flexible schedules and hybrid work arrangements are essential for accommodating differences in caregiving responsibilities, disabilities, and cultural needs (a crucial point for large, diverse workforces like those in Portugal and Croatia).

Action: Shift your focus from hours spent to output delivered. Establish clear, common standards for deliverables, but allow individual team members to customize their process for optimum performance.

4. Run Truly Inclusive Meetings

Meetings are where decisions are made and power is asserted. An inclusive meeting ensures equal airtime.

Action: Before the meeting, assign a Facilitator to ensure every voice is heard, and a Timekeeper to cut off dominating speakers gently. Use written input (e.g., a shared document) for early ideas to benefit introverts and non-native speakers.

5. Institutionalize Feedback, Don't Improvise It

Spur-of-the-moment feedback often carries unchecked bias. Equity requires objective, consistent evaluation.

Action: Base all performance reviews and feedback sessions on pre-agreed, documented criteria, not feelings. When giving feedback, refer to observable actions, not personality traits.

By adopting these habits, managers directly translate the company's CSR commitment into a living, breathing, equitable culture. This is the foundation for the learning modules being developed in the DDAL Toolkit.

person holding pencil near laptop computer

three person pointing the silver laptop computer

Subscribe to our newsletter

We integrate Equity, Diversity, and Inclusion (EDI) into adult education, non-profits, and SMEs to create equitable workplaces. Through the "EDI as a CSR: Navigating Future-Ready Workspaces with DDAL" project, we develop and share innovative practices.