The practice of exclusion should be visible and include specific individual behaviors (e.g., inviting the same, incomplete part of a team for lunch or after-work drinks) and organizational behaviors. The repeated action proves the wrong practice, and can therefore be dealt with appropriately by the managers

Contacting candidates’ references can often reveal excluders before they make it into your company. You can also ask candidates to write or speak about their specific experience with and approach to working with individuals from diverse communities, as well as how they might foster inclusion at work and in their teams.

Clear, measurable criteria and accountability are key here. Accurate, up-to-date data can be integrated into 360 performance reviews alongside assessments of other organizationally relevant KPIs and used to identify potential excluders in their annual performance reviews.

Reward inclusive leaders with incentives and recognition, such as highlighting them as role models within the organization, publicly recognizing or celebrating inclusive behaviors and practices, or linking specific inclusive behavior to bonuses.

For example, The Lego Group tracks, promotes and celebrates some of these leadership initiatives.

Use anonymous hotlines for “exclusion” whistleblowers to facilitate confidential reports of exclusionary acts — perhaps particularly when perpetrated by leaders — because those who speak up to intervene often face backlash.