Inclusive leadership is a dynamic and forward-thinking approach to leadership that emphasizes the integration of diverse perspectives, experiences, and backgrounds within an organization. At its core, inclusive leadership seeks to create an environment where every individual feels valued, respected, and empowered to contribute their unique skills and insights. This style of leadership goes beyond mere compliance with diversity and inclusion initiatives; it aims to leverage the power of neurodiversity and the insights from neuroscience to drive organizational success.
Inclusive leadership recognizes that our brains are wired differently, and diversity extends beyond visible differences such as race, gender, or age. It acknowledges the vast array of cognitive styles, problem-solving approaches, and thinking patterns. Neuroscience research underscores that diverse teams are more innovative and better equipped to tackle complex challenges. By embracing the neurodiversity of their workforce, inclusive leaders encourage a broader spectrum of ideas and creative solutions.
This leadership style also acknowledges the role of empathy and emotional intelligence, areas closely linked to our brain's functioning. Inclusive leaders display a high degree of empathy, understanding the emotions and perspectives of others, and creating an environment where individuals can bring their authentic selves to work without fear of discrimination or exclusion. Neuroscience reveals that fostering such psychological safety is key to maximizing individual and collective potential.
Inclusive leadership, informed by neuroscience, is about reshaping organizational cultures, policies, and practices to reflect the latest understanding of how our brains work and how diversity can be harnessed for innovation and growth. It's an essential approach for forward-thinking leaders aiming to thrive in today's complex and interconnected world.
Speaker Profile
LeRoy Thompson is Managing Director Of Thompson & Associates. He is a Certified Virtual Presenter with expertise in the development and delivery of training programs on more than twenty distinct topics. He has worked with over 150 client organizations and trained over 47,000 participants over the course of his career.
His training programs, work sessions, conference presentations, and keynote speeches all receive rave reviews. He is a dynamic instructor, energetic facilitator, and insightful consultant. His delivery balances his depth of knowledge with an appropriate mix of warmth and humor.
LeRoy's work in the public sector has included training and organizational development projects for the U.S. departments of Education, Environmental Protection, Defense, Interior, Commerce, Treasury, Health And Human Services, Energy, Agriculture, Justice, NASA, the Michigan Department of Community Health, Mississippi Department of Mental Health, Ohio Department Of Public Welfare, Governor’s Office of the Commonwealth of Pennsylvania, Riverside County (CA), Fairfax County (VA), and Sarasota County (FL). Private sector and not-for-profit organizations include Citigroup, BMW, Gannett, Corning Inc., Motorola, Lockheed Martin, Sallie Mae, Boys & Girls Clubs, United Way of America, and the American Press Institute.
Prior to founding Thompson & Associates, he was an Associate with McKinsey & Company in their Washington, DC office. He has been a Practice Leader with Kepner-Tregoe in the Worldwide Strategy practice
as well as a Senior Consultant with Booz, Allen and Hamilton, specializing in change management projects with Federal agencies.
LeRoy was educated at Harvard University where he received a bachelor’s degree in English and American Literature and Language, and a master’s degree in Finance and International Business from Columbia University School of Business. His AMA-By-Satellite television broadcast of “Written Skills for Business Communications” received the ‘Best of Business Television’ Award. His book, “Mastering the Challenges of Change” received a Newberry Book Club award. His article “E Commerce-Changing the Rules of Strategy Implementation” was published by Strategy and Leadership magazine.