3 Inclusive Leadership Skills Managers Need Now

We’ve all heard the adage: “Employees don’t leave companies—they leave managers.”

The data continues to support it. Recent research shows that 42% of employees who voluntarily left their organization in the past year believe their manager or employer could have done something to prevent their departure. More tellingly, 70% of actions employees said might have kept them were tied to daily management behaviors: creating more positive interactions, addressing frustrating workplace issues, providing clearer growth paths, and managing workload effectively.

Meanwhile, teams are navigating increasingly complex dynamics: AI-driven transformation, rising levels of burnout, and more than a year of elevated workplace incivility. In this environment, how managers show up matters more than ever.

One of the most effective ways to address this? Strengthening inclusive leadership.

What Is Inclusive Leadership?

At its core, inclusive leadership is about how we show up, relate to others, and shape the day-to-day experience of our teams. But too often, it’s described in broad terms, such as belonging or psychological safety, without clear guidance on what that actually looks like in practice.

At Seramount, we define inclusive leadership through seven core competencies that translate those expectations into practical, observable behaviors managers can apply in real time, especially during moments of tension, change, or uncertainty.

Three Inclusive Leadership Skills That Matter Most Right Now

While all seven competencies in Seramount’s Inclusive Leadership Model are important, three are particularly critical right now:

1. Empathy

Empathetic leaders actively seek to understand the experiences and perspectives of others. They listen objectively, regulate their own emotional responses, and create space for honest conversation, even when the topic is uncomfortable.

This is especially important now, as the lines between work and life have been blurred and employees are carrying more external pressures than ever into the workplace. In this environment, managers who fail to recognize emotional strain or interpersonal tension risk disengagement and turnover. Empathy signals that people are seen as humans first and that connection is foundational to retention and performance.

What This Looks Like in Practice:

• Acknowledges stress or tension directly rather than avoiding it
• Schedules separate 1:1s to check in on employees, not their projects
• Pauses before responding in high-stakes conversations to avoid reactive decisions
• Asks open-ended questions to understand what may be affecting performance

2. Trustworthiness

Trustworthy leaders communicate openly, follow through on commitments, and make decisions, from performance feedback to promotions, in ways that are clear and equitable. Trust is shaped less by intent and more by repeated, observable behavior.

The stakes for trust are especially high in 2026. According to the 2025 Edelman Trust Barometer, employees now see their employers as more trustworthy than traditional institutions such as government and media, a dramatic shift since 2020. That trust cannot be taken for granted. Managers are the daily face of the organization, and how they communicate and make decisions either reinforces or undermines that trust.

What It Looks Like in Practice:

• Follows through on agreed timelines and acknowledges when commitments shift
• Uses consistent, documented criteria when evaluating performance and promotions
•  Explains the rationale behind decisions that affect team members

3. Talent Development

Leaders who prioritize talent development invest intentionally in the growth of others. They identify strengths, advocate for opportunities, provide meaningful feedback, and help employees build skills that prepare them for what’s next. Development is woven into day-to-day leadership rather than just a once-a-year conversation.

This competency is particularly urgent in a period defined by rapid technological advancement and shifting workforce expectations; job seekers increasingly expect skill-building opportunities and continuous learning from their employers. Managers who invest in skill-building and career visibility send a clear message: Your growth matters here. That signal can be a powerful driver of retention.

What It Looks Like in Practice:

• Recommends employees for stretch assignments or cross-functional projects
• Encourages and budgets time for formal skill-building programs, certifications, or learning platforms
• Regularly revisits growth plans, not just during annual review cycles
• Publicly advocates for team members in succession or advancement discussions

Our full Inclusive Leadership Model outlines seven competencies, each with clear behavioral indicators and developmental stages. Organizations use it to assess managers, guide coaching, and embed inclusion into performance expectations.

Why Inclusive Leadership Matters More in 2026

A recent Seramount poll revealed that 69% of inclusion leaders are looking for ways to better support managers in leading inclusively. That’s not surprising. As organizations recalibrate broader DEI strategies, inclusion increasingly lives in the everyday behavior of managers. While programs and priorities may shift, the manager-employee relationship remains on the front line of both belonging and retention.

Inclusive leadership is how inclusion moves from aspiration to action. When managers consistently practice its core competencies, inclusion becomes embedded in how work gets done, not just how it’s described.