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The Employee Engagement Handbook changes that. It distills years of research, hard data, and real-world case studies into a practical roadmap for building high-performing, future-ready teams. This playbook cuts through the noise and focuses on what actually works: inclusive leadership, psychological safety, and people-first strategies that drive employee success and business results.

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Financial performance is impossible without high-performing, engaged employees. In fact, one study found a direct link between inclusive leadership, psychological safety, and greater innovation. The people-first leadership approach is based on a simple idea: If employees are taken care of, they will take care of customers and clients.  

While the idea is straightforward, inclusive leadership takes intention and practice, explains author and consultant Minette Norman. A former Silicon Valley software executive, Norman recently spoke with Jackie Ferguson, Vice President of Content, Products and Programming at The Diversity Movement, about transforming team culture, embracing diversity, and creating belonging in the workplace. 

Jackie: Minette, you didn’t start out as a leadership consultant. Can you share your professional journey and what brought you to this work? 

Minette: I started as a technical writer at Adobe, and I ended up spending 30 years in the software industry—about 10 years as an individual contributor and 20 years in management and leadership roles. The last five years I was in tech, I was leading engineering at a big company, and I was asked to transform how we developed software. 

I realized that technical hurdles were only part of the problem. It was really about creating a more collaborative culture, welcoming other ideas, and embracing all aspects of diversity. We were just starting to talk about diversity when I was there, and we were quite bad at it. I was a woman leading large teams in a very male-dominated environment. I didn’t always feel like I fit in, and I certainly didn’t feel like I was part of the “insider’s club.” Yet, I was also sitting in a position of White privilege. I realized my colleagues who were from underrepresented groups or diverse backgrounds were suffering. They didn’t fit in, they were suffering, and they weren’t able to thrive at work. 

I finally left the industry in 2019 to focus on helping leaders and their teams create inclusive environments where everyone can do their best work, show up as themselves, and not have to mask who they really are. 

Jackie: You used the word “suffering.” Can you explain what you mean by that? 

Minette: The reason I use the word “suffering” is when people are in pain, they are suffering. Studies show that when we feel left out or rejected, our brains register pain in exactly the same way as physical pain. So, when I say suffering, I am not exaggerating. It’s exhausting, and it’s painful. It can be very lonely, especially when you’re the “only.” I talked to so many people who were the only Black woman in the room, the only Latina in the room, and feeling like, “Do I have to represent my entire demographic, or do I try to be like everybody else?” I was often the only woman in the room, and I would think, “Can I actually show up with my femininity, or do I have to be one of the boys?” It’s exhausting. 

Jackie: Your book is called The Boldly Inclusive Leader. What does that look like in practice? 

Minette: Bold to me means that we’re going to be unflinching in our commitment to creating an inclusive environment. We may have to challenge the status quo, because it’s no longer serving us. Bold is being willing to tear down the models of the perfect, all-knowing leader who knows everything and has nothing to learn from the people around them. A boldly inclusive leader is someone who comes in as a human being to the workplace. Even if you’re the CEO, you’re not perfect. You don’t have to be perfect; you need to be human. And you need to respect that every other human being around you needs to feel that they have value, that they’re seen, heard, and respected for who they are. 

Jackie: You talk about leading better by being more human. What does that mean? 

Minette: It means I’m not perfect. We connect with a leader who shows up as a flawed being. I once reversed a decision based on feedback, and I was afraid I would be seen as a weak leader who couldn’t make a good decision. Instead, I got so much positive feedback. My team said, “We really appreciate that you listened to our feedback, and you changed your mind.” That was a big lesson for me.  

I can’t know every piece of information even if I lead this department. I rely on the people around me to point out what I’ve missed. That is something we should remember as leaders: You don’t have to get it right all the time, but you do need to be open to hearing other perspectives. 

Jackie: What do leaders often get wrong about inclusive leadership? 

Minette: They forget about the inclusive part. They focus on diversity hiring and think if I get my metrics better, I’m done. That’s backwards. If we hire people from all walks of life, different backgrounds, ethnicities, and ages, and bring them into a company that is not inclusive, those people are not going to feel welcome. Leaders go wrong when they don’t think about creating a culture where everyone can fully participate.  

Leaders also stumble when they think “I’m a leader; I need to get it right.” But human beings are so complex. What works for one person may not work for another. You are going to get it wrong. We are all going to get it wrong. You have to realize that and continue learning and continue doing better. That’s when leaders might say, “This is too risky. I’m not going to do anything.” That’s why I use the word “boldly.” You need to go boldly toward that discomfort. 

Jackie: We often promote people into leadership roles without preparing them. How can new leaders succeed? 

Minette: Even before you take that first management job, ask yourself: “Do I want to be a manager?” We may think we have to be a manager for the prestige or pay, but being a leader means being interested in the lives of other human beings. Get to know the people on your team. What is everyone really good at? And what do people struggle with? Find out what you’re missing, and what’s the next person you’re going to need to hire? 

Jackie: What’s the cost to organizations that don’t invest in inclusive leadership? 

Minette: The cost is huge. You get disengaged employees. Younger generations won’t tolerate toxic leadership. They want to be seen and heard. You’ll lose talent, damage your reputation, and fail to attract new people. Even the talent that you do have, you’re not going to get the best results from them. If people don’t feel that their viewpoint or ideas are welcome, they will only give their minimum effort. 

Jackie: What final message do you want to leave with our readers? 

Minette: No matter where you are in the hierarchy, you have a role to play in creating a truly inclusive environment. Small changes in your behavior can make a hugely positive impact. Take that first step. Show up in a way that makes others feel included, welcomed, valued, and respected. 

For the complete conversation with Minette Norman, listen to “Becoming a Boldly Inclusive Leader: Insights from Minette Norman” on the Diversity: Beyond the Checkbox podcast. To learn more about inclusive leadership and how your organization can unlock the leadership skills that result in better teams and more engaged employees, visit our Inclusive Leadership Resource Hub. 

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According to a 2025 report from McKinsey, 78% of organizations are already using AI for at least one business function, and over 90% plan to increase their investment over the next three years. To help their teams harness the full benefits of AI, inclusive leaders can drive success by adopting strategies that promote trust and well-being, along with technical proficiency. By prioritizing clear communication, targeted training, and psychological safety, organizations can ease concerns and ensure AI sparks innovation, not fear. 

Facing the Fears: The Causes of AI Anxiety at Work

It’s natural for people to feel uncertain or anxious when roles are evolving, new skills are required, and the future feels unpredictable. Complex feelings about AI—both fear and excitement—are a reasonable response to disruption. However, negative emotions can slow AI adoption, so they should be addressed directly and compassionately. Leaders who understand the psychological landscape can better support their teams through the transition.  

Fear No. 1: “AI will take my job.”

The World Economic Forum’s Future of Jobs Report 2025 estimated that 92 million jobs may be lost due to automation. While that statistic is sobering, the same report projected that AI would create approximately 170 million new jobs globally.  This means there will be a net increase of 78 million jobs overall. Roles will evolve—but human oversight, critical thinking, and creativity can’t be automated. 

Fear No. 2: “I won’t be able to learn it.”

The rapid development of AI tools and a lack of effective training have left many employees feeling overwhelmed. According to a recent Corndel study of U.K. companies, only 14% of employees received highly effective AI training. The same report found that 74% of younger staff used AI tools regularly, but only half had received formal instruction. To ensure employees have the support and knowledge they need, accessible learning opportunities must be built into any AI rollout.  

Fear No. 3: “AI isn’t fair or trustworthy.”

Several studies have found that large language models demonstrate bias across race, gender, and socioeconomic status. Hallucinations—when AI generates false or misleading responses—are also a risk. These issues reinforce the need for ethical guardrails and transparency in how AI is used, particularly in hiring, performance reviews, and other processes that involve people. In addition, professionals with a solid grounding in inclusive language and a thorough understanding of unconscious bias should be writing the prompts and reviewing the outputs. 

Emphasize the Benefits to Employees

To alleviate AI fears and pave the way for learning and growth, it’s up to leaders to clearly communicate that AI is an enhancement rather than a threat.    

“Messaging around AI has to be that we care about you, that we see you, that we hear you, and that we want to know how to support you. When you do that, you create an environment that reduces anxiety,” says Valerie Merriweather, Founder and Chief Wellbeing Officer of Fitwell Solutions. 

AI has the potential to make work more meaningful, and it should be framed as a tool that “helps employees feel like they’re not just a cog in the wheel,” she explains. According to some estimates, workers spend 40–50% of their time on mundane tasks like data entry and research. If these tasks can be automated, employees will have more time for creativity, connection, and problem-solving. Whether helping someone learn a new skill, organize their day, or make smarter decisions, AI can act as a support system—not a threat—when deployed with intention. 

Leading Through Change with Empathy and Clarity

The key to effective AI adoption is human-centered leadership. Employees don’t just need instructions; they need reassurance and a roadmap. Greg Boone, CEO of North Carolina marketing agency Walk West, encourages leaders to meet people where they are, tailor learning experiences, and emphasize that AI is about career advancement—not replacement. 

“AI adoption starts with training every single employee, not just the folks that are going to be critical to IT or the business part of your organization,” says Boone, a seasoned leader in AI-driven marketing and digital transformation. “Think about job evolution, not job elimination. Help folks figure out how they can use these tools and be more productive in their individual roles.” 

Training should go beyond technical demonstrations. It should include real-life use cases, safe spaces to practice, and clear boundaries around acceptable use. That means making space for trial and error, as well as consistent feedback. 

“It’s helpful to get the people in your organization who are excited about this, to give a little bit of space to play and to try different things out. You’re going to get a lot wrong and then you’re going to get some stuff right,” says Darrell Fruth, a partner at Smith Anderson and head of the North Carolina law firm’s task force on the ethical and effective use of AI. 

That mindset—embracing mistakes and learning in public—builds psychological safety and models the kind of adaptive behavior AI requires. 

Practical Steps for Managers and People Leaders

To move from AI anxiety to engagement, HR professionals and managers can guide their teams through this cultural shift with these strategies: 

• Communicate with transparency. Share how AI is being used, what guardrails are in place, and how decisions are made. Reassure employees that they’ll be supported as workflows and job responsibilities change. 

• Invest in inclusive training. Offer hands-on learning that meets a variety of experience levels and learning styles. Create hubs for collaboration, experimentation, and shared discovery. Pilot low-risk, high-value processes like preparing for meetings or drafting emails. 

• Embed psychological safety. Employees need permission to explore, learn, and fail without fear. Inclusive leaders model curiosity, admit when they don’t have the answers, and experiment openly to create space for others to do the same. 

• Make it personal. Use real-life examples and low-stakes projects to show how AI can help employees succeed in their roles. Showcasing a tool that saves time or sparks creativity makes the technology less abstract and more practical. 

• Address bias and equity concerns. Align AI guidelines with organizational values by working closely with Diversity Councils to evaluate AI tools for fairness and representation. Set clear criteria for inclusive language and regularly audit AI outputs to mitigate potential bias. 

A More Human Future, Powered by AI

AI has the potential to enhance employee engagement—if leaders keep people at the center. Used wisely, it can improve workflows, reduce stress, support career growth, and redefine meaningful work.  

But successful adoption depends on more than just using the latest AI tools. It requires thoughtful leadership, inclusive communication, and a deep commitment to trust. As AI becomes embedded in daily work, organizations must invest in the people using it—not just the platforms powering it.  

Leaders who embrace this mindset will future-proof their organizations by building cultures where employees feel valued, empowered, and ready to grow. 

For more ideas on how to mindfully integrate AI in the workplace, listen on-demand to The People Impact of AI: Does AI Help or Harm Employee Engagement? Our panel of experts explores strategies to maximize AI’s benefits, while safeguarding engagement, well-being, and workplace relationships in an era of rapid transformation. 

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

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1. Assessing Legal and Reputational Risk 

• Engage legal counsel to clarify what remains legally permissible under federal and state laws. 
• Audit current DEI initiatives to ensure compliance without unnecessary risk exposure. 
• Distinguish between real legal constraints and fear-driven assumptions. 

2. Strategic Language Adjustments 

• Consider alternative language for DEI efforts that focuses on inclusion, access, and workplace excellence. 
• Ensure all programs are open to all employees while still addressing disparities. 
• Move away from divisive terminology while maintaining the core mission of inclusion and fairness. 

3. Reinforcing the Business Case for DEI 

• Reframe DEI as a business imperative linked to innovation, decision-making, and employee engagement. 
• Highlight data-driven benefits of inclusion, including higher performance, lower turnover, and stronger market positioning. 
• Showcase industry examples (e.g., McKinsey, Costco) of companies sustaining DEI commitments successfully. 

4. Strengthening Internal and External Communication 

• Provide clear messaging to employees on why inclusion remains critical to the organization’s success. 
• Communicate externally with a measured, values-driven approach that avoids unnecessary political exposure. 
• Maintain transparency in actions to prevent misunderstandings or reputational damage. 

5. Long-Term Resilience and Adaptability 

• Stay informed on legal challenges and evolving political landscapes. 
• Monitor how peer organizations are adapting their DEI strategies. 
• Prioritize sustainability—avoid short-term decisions that could have long-term consequences on culture, recruitment, and brand loyalty.  

For a deeper look at how top executives are navigating these challenges, explore the insights we’ve gathered from leaders across multiple organizations in “How Executives Can Sustain DEI Amid Political and Legal Pressure.”  Learn how we can help you create an actionable strategy in our Risk, Reputation and Resilience Executive Workshop designed specifically for your organization. 

Kurt Merriweather, CDE, is an accomplished product strategist and business executive. He is co-founder and Vice President of Marketing & Innovation at The Diversity Movement. Connect with him on Linkedin.

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“Diversity Beyond the Checkbox” is presented by The Diversity Movement and hosted by Inc 200 Female Founders award winner, Jackie Ferguson.

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We’ve moved! You can find the full episode here.

“Diversity Beyond the Checkbox” is presented by The Diversity Movement and hosted by Inc 200 Female Founders award winner, Jackie Ferguson.

This show is proud to be produced by Earfluence.

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