Change the Race Ratio members understand the critical role line managers play in truly creating an inclusive workplace. As such, the latest edition of our Culture and Inclusion Leaders summit homed in on this topic. A workshop facilitated by Rachel Hughes of EDIT Development explored the opportunities and challenges organisations are facing in effectively engaging line managers in driving inclusion and explored what opportunities exist to support them.
Research from the Chartered Management Institute (CMI) reveals that 82% of managers who enter management roles have received no formal management or leadership training. These “accidental managers”, who may be well-intentioned but also underprepared, often default to observed behaviours instinctively, which may entrench pre-existing biases. To lead inclusively and effectively investing in management and leadership training is essential.
Inclusion must be positioned as good leadership
A consistent theme throughout the discussions was that many managers continue to view inclusion as an additional responsibility rather than an essential part of effective leadership. Participants reflected that inclusion initiatives can sometimes be perceived as separate from core business priorities, competing with operational pressures, performance targets and limited time. As a result, managers are struggling to understand how inclusion connects to their day-to-day responsibilities.
Members discussed the importance of reframing inclusion around leadership behaviours that managers already recognise and value, including listening, empathy, fairness, team development and creating opportunities for others to succeed. Rather than presenting inclusion as a separate agenda, participants emphasised the need to embed it within existing management practices.
Building confidence is a critical challenge
Many participants identified confidence as one of the biggest barriers to manager engagement. Fear of using the wrong language, uncertainty about discussing race and concerns about making mistakes can often prevent managers from engaging in important conversations. This can lead to avoidance, even where managers are supportive of inclusion objectives.
The workshop also highlighted the importance of providing practical guidance that helps managers understand what inclusive leadership looks like in everyday situations. Rather than expecting managers to become diversity specialists, organisations are focusing on equipping them with the confidence and skills needed to lead diverse teams effectively. There was broad agreement that managers benefit most from practical examples, peer learning opportunities and clear guidance that can be applied directly within their roles.
Connecting inclusion to business outcomes
Participants also reflected on the importance of helping managers understand the value and impact of inclusion. Discussions highlighted that managers are more likely to engage when they can clearly see how inclusion contributes to team performance, employee engagement, talent attraction and retention.
Several members noted that while organisations often communicate the moral case for inclusion, managers also need to understand the practical and commercial benefits. Demonstrating how inclusive leadership supports better outcomes for individuals, teams and organisations can help strengthen engagement and sustain momentum.
Accountability and role modelling matter
The workshop highlighted accountability as one of the most effective mechanisms for driving change. Members discussed how inclusion can be deprioritised when expectations are unclear or when there is little visibility of what good looks like in practice. Participants stressed the importance of embedding inclusive leadership behaviours into professional objectives and performance discussions.
Role modelling was also identified as an important enabler of success. Visible commitment from senior leaders helps signal that inclusion is not optional and demonstrates the behaviours organisations want to see throughout the leadership pipeline. Participants highlighted the value of sharing stories, celebrating positive examples and creating greater visibility of leaders who are actively driving inclusive cultures within their teams.
Practical examples of how some Change the Race Ratio members are engaging line managers in a meaningful way that supports ethnic minority colleagues can be found in our latest good practice guide, Transforming Leadership Pipelines.
