Drive Team Performance with Inclusive Practices
- Sandra Wiley, Shareholder
- 1 hour ago
- 3 min read
At Boomer Consulting, we’ve seen firsthand that firms don’t succeed just because they implement a good strategy or adopt the latest technology. They succeed because of people. And more specifically, people who feel seen, valued and supported.
If you’re leading a team today, you’re leading a group of individuals with different backgrounds, personalities, strengths and blind spots. Inclusive practices unlock the full potential of your team. And when you do that, everyone wins.
Why inclusion (still) matters
Research from Boston Consulting Group shows companies that improve perceived inclusion in the workplace can cut the risk of employee attrition in half and increase the number of employees who feel they have the ability to fulfill their potential by 30%.
But you don’t need a study to tell you what you already feel in your gut: team dynamics affect performance. If people don’t feel like they belong, they won’t speak up, take initiative or stay long-term. On the other hand, when people feel included, they're more likely to be engaged, loyal and high-performing.
That’s especially critical now, as firms continue to compete for talent, invest in client experience and prepare the next generation of leaders. Inclusion is a lever for growth.
What gets in our way
We’d all like to believe we’re objective, but biases often cloud our thinking, whether we realize it or not. We may:
favor candidates who remind us of ourselves (affinity bias)
overlook someone because of a name or accent (language bias) or
unconsciously assume a younger employee isn’t “ready” for leadership (age bias).
These patterns don’t make us bad people. But they do mean we need to be more intentional if we want to create fair, high-functioning teams.
A practical path forward
If you want to improve team performance through inclusive practices, here’s a roadmap to get started:
Clarify the vision. Make sure your strategic plan includes a clear commitment to inclusion. This is business-critical.
Define (and live) your culture. Your culture isn’t your mission statement; it’s how people behave when nobody’s watching. Get intentional about what you value and how you reinforce it.
Climb the leadership ladder. Are your promotion paths clear and accessible? Or are they based on vague ideas of “readiness”? Inclusive firms define what leadership looks like and help people get there.
Hire with intention. Look beyond fit. Seek out people who enrich your culture, not just reflect it. That might mean expanding your networks, rethinking job descriptions or revising your interview process.
Create opportunities for connection. Encourage cross-functional projects, mentoring and informal check-ins. People do their best work when they feel connected to their colleagues (not just their job).
Prioritize success skills. Technical skills will always matter in our profession. But things like empathy, communication and collaboration often matter more when it comes to team dynamics.
Build it into performance planning. Don’t let inclusive practices sit on the sidelines. Make them part of how you evaluate performance, set goals, and reward behaviors.
Encourage direct conversations. People notice when something feels off, but they don’t always feel safe naming it. Create space for honest discussions about feedback, growth and equity.
Measure what matters. Track key performance indicators (KPIs) like promotion rates, pay equity, leadership diversity, retention and engagement. Use that data to make informed decisions and implement changes.
Model the way. Inclusive teams need inclusive leaders. That means you. When you lead with curiosity, humility and consistency, others will follow your lead.
Inclusion is a catalyst
This isn’t about checking a box or chasing buzzwords. It’s about doing the hard but meaningful work of building a team where everyone has a real shot to thrive. When we do that, we feel better and we perform better.
Don’t wait for someone else to go first. Build a firm where all voices are heard, all people are respected and performance soars because everyone has the chance to bring their best to the table.
Could you benefit from structure and accountability as you strive to push your firm forward?
The Boomer Process Circle is a peer group of top Process and Lean Six Sigma leaders in the accounting profession who share tools and resources for pushing change within their firms. Apply now to tap into the experience and expertise you need to lead the charge for continuous improvement.
Sandra Wiley, Shareholder and President of Boomer Consulting, Inc., is a recognized leader in the accounting profession. With deep expertise in leadership, talent, and firm management, she serves as co-director of the Boomer Leadership Academy, Managing Partner Circle, Talent Circle, and Learning & Development Circle. Sandra is regularly named one of Accounting Today's Top 100 Most Influential People in Accounting.