Inclusive leadership compass

Inclusion is a central component of our working atmosphere at the University of Potsdam. We see inclusion as a task that must be lived in both teaching and leadership practice. The Inclusive Leadership Compass offers practical guidelines for leaders and teaching staff to enable equal participation of all employees and to create a respectful, supportive working environment. On this page you will find useful tips and tools to help you organise your leadership tasks in an inclusive way.

Ein Mann sitzt im Rollstuhl, er trägt ein weißes Hemd und zeichnet etwas auf einem Whiteboard an.

Das Bild ist in der Vogelperspektive, zwei Frauen sitzen an einem Tisch. Die einer Frau sitzt im Rollstuhl und trägt eine Brille. Von der anderen Frau sehen wir nur den Hinterkopf. Sie sitzen gemeinsam vor einem Laptop und arbeiten.

Eine junge Frau arbeitet an ihrem Tablet und hat eine Beinprothese.

Ein Mann sitzt an einem Schreibtisch und arbeitet an einem Computer. Er trägt eine Brille mit dunklen Gläsern, da er sehbeeinträchtigt ist.

Ein Mann trägt eine Maske, an seinen Händen erkennt man, dass nicht alle Finger ausgebildet sind. Er arbeitet am Computer mithilfe einer speziellen Maus.

Eine Frau sitzt vor ihrem Laptop und arbeitet. Sie hat bestimmte Hilfsmittel neben dem Laptop liegen, um optimal arbeiten zu können mit ihrer Behinderung. Welche Behinderung bei der Frau vorliegt ist nicht sichtbar.

1. overview of disabilities

Inclusion does not only include obvious disabilities. Many barriers and needs are not immediately visible. In an inclusive work environment, all aspects of diversity should be recognised:

- Visible disabilities: These primarily include physical limitations, such as mobility impairments or visual and hearing impairments.

- Non-visible disabilities: These are often not immediately recognisable, such as chronic illnesses (e.g. diabetes, multiple sclerosis) or mental illnesses (e.g. depression, anxiety disorders).

- Neurodiversity: This includes neurological differences such as autism, ADHD or dyslexia. People with neurodiverse characteristics often have particular strengths, but also require specific support in their day-to-day work.

Distribution in the population
- Around 10.4 million people live in Germany with a recognised disability, which corresponds to around 12.5% of the population.

- Of these, around 7.8 million people have a severe disability (degree of disability of 50 or more).

- Chronic illnesses affect around 40-50% of the German population, although not all people with chronic illnesses are considered disabled.

- Mental illnesses are on the rise worldwide and it is estimated that 18% of the population suffers from a mental illness each year.

- Neurodiversity is estimated at around 15-20%[1] of the population, including autism, ADHD and learning disorders in particular.

These figures show how widespread invisible barriers and needs are - and how important it is to take these into account in inclusive leadership.

[1] National Autistic Society (for autism), American Psychiatric Association (for ADHD)

2. advantages and reservations of inclusive leadership

Inclusive leadership brings numerous benefits, not only for the employees concerned, but also for the entire team and the organisation:

- Greater innovative strength: teams that are diverse in composition bring different perspectives to the table. This leads to more creative solutions and a greater capacity for innovation.

- Stronger employee loyalty: Employees feel valued and supported when their individual needs are taken into account. This increases satisfaction and reduces staff turnover.

- Image and social responsibility: An inclusive management style strengthens the image of the University of Potsdam as a progressive and responsible employer. Inclusion also contributes to social justice and social participation.

- Health and well-being: An inclusive work environment contributes to the mental and physical health of all employees by reducing stress and discrimination.

Typical concerns and reservations
Despite the many benefits, there are often concerns when it comes to inclusive leadership:

- ‘It costs too much time and money’: Inclusion may require additional resources initially, but it pays off in the long run through increased efficiency, reduced sickness absence and greater retention.

- ‘How can I fulfil all needs?’: There is a misconception that an inclusive manager must always fulfil all needs completely. However, it is more important to create a dialogue in which solutions are developed together.

- ‘Inclusion leads to a drop in performance’: Studies[1] show that inclusive teams are often more productive and creative. A fair distribution of tasks and responsibilities ensures that everyone can work to their strengths.

[1] Accenture (2018): „Getting to Equal: The Disability Inclusion Advantage“; Deloitte (2017): „The Diversity and Inclusion Revolution: Eight Powerful Truths“; Harvard Business Review (2018): „The Other Diversity Dividend”; McKinsey & Company (2020): „Diversity Wins: How Inclusion Matters“

3. text modules for inclusive job advertisements

An inclusive job advertisement is the first step towards breaking down barriers and promoting diversity. It should appeal to as many people as possible, regardless of origin, gender, age, disability or other personal characteristics. We provide you with templates and text modules that will help you to consciously use inclusive language in your job advertisements:

- Gender-neutral wording: Use phrases such as ‘(m/f/d)’ or avoid gender-specific terms by using ‘head of the team’ instead of ‘team leader’, for example.

- Emphasise diversity: Include phrases such as ‘We welcome applications from people of all backgrounds, regardless of gender, religion, ethnic origin, disability or age.’

- Accessibility: Point out that your organisation offers accessible workplaces: ‘We are committed to an accessible working environment and welcome applications from people with disabilities.’

- Inclusive benefits: Mention supportive programmes such as ‘Budget for Work’ (see below) or flexible working time models to reconcile work and private needs.

4. recruitment or absence of a severely disabled person

People with severe disabilities deserve special attention and support in the workplace. For example, when hiring a person with a severe disability, the possibility of a budget for labour can be examined. If a severely disabled person in the team is absent for a longer period of time due to illness or other reasons, there are financial support programmes that can help to compensate for this absence. This is also where the budget for work comes into play:

- What is the work budget?

The budget for work is a state subsidy that helps companies and public institutions to secure the employment of people with severe disabilities. It can be used to offset labour costs or to finance support in the form of work assistance.

- When can it be applied for?

The budget for work can be applied for, for example, in the case of long-term illnesses or the need to restructure the working environment due to a disability. The application is made in cooperation with the Integration Office or the Employment Agency.

- Objective

The aim is to keep severely disabled employees in the team in the long term and to distribute the resulting workload fairly. Through this support, employers can not only promote inclusion, but also maintain it.

5. non-violent communication in stressful situations

Stress is part of everyday life in many areas of work, especially in teaching and management. In order to avoid escalation in conflict situations, it is important to focus on non-violent communication (NVC). It offers a tool that helps to remain respectful and empathetic in stressful moments.

- Basic principles of non-violent communication

NVC is based on four basic steps: Observation, Feeling, Need and Request. It helps to describe situations without judgement and to communicate one's own feelings and needs clearly without attacking the other person. This promotes mutual understanding and solution-orientated discussions.

- Use in stressful situations

In situations of high tension, we are often unable to communicate as clearly and respectfully as we would like. NVC gives us a tool to reflect on ourselves and the situation. For example, a statement such as ‘You never listen to me!’ could be rephrased as ‘When I realise that I am being interrupted, I feel frustrated because it is important to me that my concerns are taken seriously.’

6. information on SGB IX and support options

In addition to the legal requirements of SGB IX, there is also the option of consulting experts such as the company doctor or occupational safety specialist. They can provide support in designing an accessible workplace, implementing preventative measures or advising on health-promoting measures.

7. digital accessibility

Achieving low-barrier or barrier-free digitality is a challenge, as many different needs and technical requirements have to be taken into account. However, this is precisely why it is all the more important to face up to these challenges. In the following videos, you will find valuable information and practical tips that can help you to break down barriers and create an inclusive digital environment.

We hope that this knowledge and these tools will help you to promote and embed inclusion in your workplace. Together we can make the University of Potsdam an even more inclusive workplace.

Offers for leaders

We would like to draw your attention to the following offers:

Firstly, a seminar organised by Unfallkasse Brandenburg on the topic of de-escalation and self-protection in a professional context.

Secondly, a seminar for teachers organised by the Sozialheld*innen to introduce the principles of Universal Design for Learning (UDL) and thus create inclusive learning environments. This seminar can be booked directly at the University of Potsdam.

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