Ripples Story: “Inclusion is a journey”

In this article, Alejandra Arcila Alzate, Office Manager at Greenhill YMCA, reflects on what inclusive leadership really looks like in practice. She explores the importance of self-reflection, vulnerability and courage, and why these qualities matter so much in the social sector.

When we speak about inclusive leadership, the temptation is to imagine something neat: a framework, a checklist, a final destination. But in my experience, inclusion is not tidy. It’s a journey that is ongoing, often uncomfortable and always deeply human.

At Greenhill YMCA, where I work, we welcome around 10,000 young people a year, supported by international volunteers who bring the wealth of their cultures, languages and perspectives. Most of my role is behind the scenes, but some of my most meaningful learning has come when I step into programme delivery. Those moments show me, again and again, that inclusion is not theory, it is lived and it is tested in the smallest, most ordinary interactions.

Lessons learnt

One summer, Greenhill partnered with local charities to host families of newly arrived migrants who were being housed in a nearby hotel. Basic needs were not being met, and together we worked to create opportunities for connection: family camps, play for children, rest for mothers, and safe spaces where men could relax. I could not have prepared myself enough for the complexity: families with babies in arms, teenagers with questions, parents navigating language, cultural and religious differences and many more.

In the middle of this busy, beautiful chaos, I made a mistake. I handed a bowl of crisps to a group of children, only to realise minutes later they were bacon-flavoured. My heart sank. I knew this would matter deeply to the Muslim families present. Once the kids realised there was silence in the whole room, a mother, one of the natural leaders of the group, stood up and talked to me. She looked at me with kindness, checked the wrapping, held my hand, reassured me it was flavouring only, and said, “It’s ok.” She spoke to the children and other mothers. The moment passed without fuss, and the group carried on with their activities. That small exchange taught me more about inclusive leadership than any training manual could. The mother showed patience and care. She protected the trust within the group. She modelled how to lead through vulnerability rather than ego. In that moment, she was the inclusive leader.

What inclusive leadership is and isn’t

Inclusive leadership is not about being perfect or about allowing everything to pass in the name of being “polite.” It is reflective. It takes time to think carefully about decisions, their implications, and how they are communicated. It is vulnerable: willing to admit mistakes, to say “I don’t know,” or “I was wrong.” It has boundaries: caring for people while also being clear when lines are crossed, or when behaviour harms others. And it is active. A leader who fails to consider every member of their team, including their individual needs and contributions, is not truly leading inclusively.

The greatest enemy of inclusive leadership is ego. It’s the voice that insists we are right, that resists feedback, that makes us defensive. I have learned that the moments when I most want to defend myself are often the moments when I most need to stop, listen, and reflect.

Principles in practice

From my experience, there are a few principles that anchor inclusive leadership:

1. Self-reflection. As Howard J. Ross reminds us in his book Everyday Bias: Identifying and Navigating Unconscious Judgments in Our Daily Lives, “If you’re human, you are biased.” Awareness of your own identity, privilege and blind spots is the foundation for understanding others.

2. Inclusion requires openness. Sharing your limitations, admitting when you don’t know, and inviting others into the process.

3. It is not agreement, but a willingness to step into another’s experience and hold space for them.

4. Reflection and empathy are limited without action. Courage is speaking up, having difficult conversations, and making change even when it is uncomfortable.

Inclusive leadership is not a tick-box exercise. It is embedded in everyday practice: revisiting conversations, challenging cultural habits that exclude, learning, and re-learning.

Why this matters in the social sector

The social sector is often where people come when other systems have failed them, or when they are at their most vulnerable. Others come to us seeking learning, growth, or a place of connection. In all cases, inclusion is not optional. It is central to trust.

Communities are constantly changing and evolving, and change can be frightening. When organisations like ours create spaces for connection, where diversity is not an abstract idea but a lived encounter, we are doing more than running programmes. We are shaping communities. This is why inclusive leadership matters so much. Leaders set the tone. If leaders laugh at discriminatory jokes, excuse exclusionary behaviour, or postpone hard conversations, the space becomes unsafe. But when leaders challenge, learn, apologise, and act, the culture shifts.

Individual responsibility, collective change

It is often said that systems need to change, and that is true. But systems and people are caught in a chicken-and-egg situation. We will never have systems that are ideally suited to an ever-evolving society. Which means the responsibility falls on us to act first, to take ownership and to lead inclusion in the spaces we control. And when that culture is shared, sustained and amplified, systems are eventually forced to change. That is why networks like RankNet are so valuable: they create the community and support that makes persistence possible.

A continuing journey

Inclusive leadership is not a destination. It is dynamic, evolving and sometimes daunting. My most significant learning has been the importance of surrounding yourself with people who are also willing to reflect, to share good practice, and to say “it’s ok” when mistakes inevitably happen. For me, that is the value of RankNet and the Rank Leaders Action Group (RLAG): platforms to connect with others who are doing inspiring work, to learn, to reflect and to keep growing together.

Inclusive leadership is not about being flawless. It is about being reflective, vulnerable, courageous and willing to act. It is about building spaces where everyone feels seen and valued and about recognising that we will never be finished because inclusion is not an endpoint. It is the ongoing work of building trust, one decision, one conversation, one act of courage at a time.

Read the full latest issue of Rank Ripples magazine