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Inclusive leadership isn’t just about representation—it’s about creating environments where people feel valued, heard, and empowered to contribute. Leaders who cultivate empathy and embed inclusivity into their leadership approach build stronger teams, drive better decision-making, and foster high-performing cultures. But how can leaders move from intention to action in creating meaningful impact?
In a recent Medley Moments conversation, Medley Co-Founder Edith Cooper sat down with Dr. Carol Horowitz and Dr. Lynne Richardson, Co-Directors of the Mount Sinai Institute for Health Equity Research, to discuss the role of empathy in leadership. Their work in health equity provides a compelling parallel for business leaders: achieving equity—whether in healthcare or the workplace—requires systemic change, intentionality, and a commitment to continuous learning.
Empathy is more than just about understanding others—it’s about translating that understanding into meaningful, measurable action. Leaders must ensure that their decisions and policies actively promote inclusivity rather than reinforcing existing barriers. Forbes recently wrote about the dynamic that leaders who openly and authentically acknowledge challenges, show empathy, and actively listen, foster stronger cultures of trust. A recent Time article similarly critiques the 'Teflon Leader'—someone who maintains a polished, unshakable exterior to deflect criticism—pointing out that this approach can limit authentic engagement and inclusivity. By contrast, leaders who embrace transparency create workplaces where employees feel safe to share perspectives, voice concerns, and contribute meaningfully to the organization’s success.
Dr. Horowitz reinforced this idea, noting that inequities—whether in healthcare or in the workplace—stem from the way systems are designed. “These inequities we’re talking about—systems are designed to get the results we see in our world,” she explained in her conversation with Edith Cooper. “Wherever we see unequal outcomes, we must start asking that question, ‘why’?” Leaders must take the same approach within their organizations, proactively identifying structural barriers and implementing strategies that promote equity in opportunity and experience.
Building high-trust relationships is fundamental to fostering inclusion within organizations. When employees feel psychologically safe—comfortable voicing concerns, sharing ideas, and bringing their authentic selves to work—collaboration and engagement thrive. This environment not only enhances team cohesion but also drives innovation and problem-solving capabilities. According to McKinsey & Company, psychological safety is consistently one of the strongest predictors of team performance, productivity, and innovation.
Dr. Richardson emphasized that trust is essential for addressing inequities: “Our research is aimed at changing what is into what should be.” She further noted that inclusivity requires a “team effort to really optimize the outcomes.” Business leaders must focus on building high-trust environments where employees feel empowered to share their perspectives, leaders model inclusive behaviors, and decision-making processes are transparent and fair.
Inclusive leadership requires more than intent—it demands a deliberate, strategic approach. Leaders must proactively assess how their decisions impact different groups and ensure inclusivity is embedded at every level of the organization.
Dr. Horowitz shared a powerful example of systemic bias in medical equations that disadvantaged Black patients. “The equation we used made it look like Black people's kidney function was better than it really was. That meant they weren’t getting on the transplant list when they had the same level of kidney function as white patients. Once we realized this, we changed the formula—and changed lives.” This underscores a broader principle of inclusive leadership—leaders must actively work to identify and rectify systemic inequities. As Dr. Richardson emphasized, “Find a problem, solve the problem, and rectify the problem.”
Similarly, corporate leaders must critically evaluate workplace systems—from hiring practices to leadership development programs—and be willing to challenge outdated structures that reinforce disparities.
Inclusive leadership requires intentional effort and continuous improvement. Leaders can drive meaningful change by implementing the following strategies:
At Medley, we believe that inclusive leadership is about deliberate practice. Through group coaching, leaders develop the skills to build high-trust relationships, engage in perspective-taking, and lead with emotional intelligence.
Dr. Richardson’s words resonate deeply: “Our research is aimed at changing what is into what should be.” The same applies to leadership. The best leaders don’t just navigate change—they drive it, ensuring their workplaces are inclusive, equitable, and set up for long-term success.
Watch the full Medley Moments conversation with Dr. Carol Horowitz and Dr. Lynne Richardson here.
