Inclusive Leadership: Driving Performance, Not Just Compliance
At Included, we know that inclusive leadership isn’t just a ‘nice to have’ – it’s a business imperative. It strengthens engagement, drives retention, and enables firms to perform at their best. But how do we move beyond compliance-driven inclusion and embed it as a core part of how organisations operate? We explored this in our recent event with leading law firms, where we were joined by Vicki Godfrey, Head of People & Culture at Kingsley Napley, alongside Jen Davidson, Director of Client Solutions, and Rob Adediran, our Head of Consulting. The discussion focused on how law firms are embedding inclusive leadership, the challenges they face, and the opportunities to use regulation as a catalyst for change.
Here are some of the key insights from the session:
Regulation as a Lever for Change
With the SRA’s regulatory framework in place, firms have an opportunity to go beyond compliance and use it as a platform for real culture change. The key is aligning inclusion with business priorities – from talent retention to innovation and client expectations.
Culture Happens by Design or Default
Firms that don’t take an intentional approach to inclusion risk maintaining the status quo. Inclusive leadership must be proactive, embedding equity into systems, governance, and everyday decision-making.
How to Shift the Narrative on Inclusion
The conversation around EDI is changing – particularly in the US, where we’ve seen some corporates stepping back from commitments. But this doesn’t change the business case. UK firms need to stay focused on the practical benefits of inclusion, rather than external debates.
So how do we cut through the noise and drive engagement where it matters most?
1. Engage Senior Leaders on Their Terms
Law firms, like many organisations, are often led by technical experts rather than trained leaders. The key to bringing them on board? Speak their language:
· Link inclusion to financial performance and retention.
· Use data to demonstrate impact.
· Start with internal champions to build momentum.
2. Cut Through the Noise with Evidence-Led Conversations
We need to shift from culture war narratives to business-focused conversations. A good place to start? Ask two simple questions:
· What do your colleagues experience at work?
· How does it affect your business?
This depoliticises inclusion and makes the conversation relevant to the bottom line.
3. Build Inclusion into Organisational Strategy
At Included, we’ve identified five key enablers for a truly inclusive organisation:
· Strategy – A clear roadmap for impact.
· Data – Measuring what matters.
· Governance – Ensuring accountability.
· Systems – Inclusive recruitment, progression, and retention.
· Leadership – Role modelling inclusive behaviours.
Without leadership commitment, inclusion stalls. Leaders at all levels need to take ownership, challenge the status quo, and embed inclusion into the fabric of the organisation.
Looking Ahead: Practical Next Steps
Use data to drive change – Integrate inclusion into performance discussions and decision-making. Leverage regulation as a catalyst – Use the SRA framework (or other regulation) to create long-term, sustainable change.
Continue the conversation – Join us on 2nd April for our session on Using Data in EDI to explore evidence-based strategies.
Final Thought: Inclusion is a Leadership Priority
This conversation reinforced a key point: inclusive leadership is not just about compliance – it’s about creating workplaces that thrive. Firms that take a structured, intentional approach will not only stay ahead in the market but will also build cultures that attract and retain the best people.
At Included, we work with organisations every day to turn intention into action. If you’d like to explore how to embed inclusive leadership in your firm, get in touch with our team today.
