Are you overly reliant on the usual suspects?

We know that inclusion doesn’t just happen. Our brains are wired for shortcuts, and those shortcuts - like affinity bias - can get in the way of fair, inclusive decision-making. 

So, how do we interrupt that wiring? How do we create organisations where everyone has a fair shot?

Broadening your network is a practical step you can take - whether you’re an individual contributor, a team leader, or an HR professional- to build your inclusion muscle. Because, like any skill, inclusion takes practice.

But the payoff? It's big. Inclusive organisations are more competitive, more innovative, and better places to work.

Why your current network isn’t enough. 

Look around your workplace, who do you talk to regularly? Who do you mentor, support, or share opportunities with? Chances are, many of them remind you of… you. That’s affinity bias at play.

It’s natural, but it limits who gets access to development and visibility.

In many workplaces, the path to promotion includes high-profile, stretch assignments or leadership on key clients or projects. But research shows that "promotable opportunities” often go to people who are similar to the decision-makers - leaving others overlooked.

This isn’t about bad intentions. It’s about invisible patterns. And the way to shift those patterns is by intentionally expanding who we connect with, support, and learn from.

Small changes, big impact.

Ask yourself:

• Who do I mentor or sponsor? Are they all like me?

• Who do I regularly ask for input or offer opportunities to?

• Who do I rarely speak to - and why?

One powerful initiative I’ve seen? Leaders committing to connect with three “unlike me”

colleagues - people with different backgrounds, genders, perspectives, or experiences. They built relationships, opened doors, and gained insight into realities they hadn’t encountered themselves.

Reverse mentoring also works

We often think of mentoring as senior-to-junior. But reverse mentoring flips that dynamic. 

For example, Pride networks have paired younger LGBTQ+ employees with senior leaders to help them better understand the experiences of queer colleagues.

The same approach has worked well with racial and ethnic diversity, giving leadership real insight into the day-to-day realities of underrepresented communities.

And it doesn’t have to be formal. Some of the most meaningful mentorships happen over a coffee and a chat.

The takeaway:

If you’re serious about inclusion, you have to step outside your usual circle. Broaden your network. Listen to different perspectives. Share your influence with someone who might not naturally be in your inner circle.

Because that’s where the best ideas come from: different ways of thinking, shaped by different experiences. And that’s what makes organisations truly innovative, inclusive, and competitive.

Building an inclusive workplace takes ongoing learning. Our newsletter shares practical insights from decades of experience - join the conversation by signing up to our newsletter below (and across every page on our site).