The Water Cooler: Addressing Barriers to Inclusion and Pushback in the Workplace

Years ago, I worked with a company’s Inclusion and Belonging Steering Committee. They were deeply committed to creating safe, inclusive spaces within their workplace but often expressed frustration about not knowing how to respond when witnessing a microaggression or barrier to inclusion (BTI) directed toward a friend or colleague from a different identity group. While some people excel at in-the-moment reactions, others, like me, may freeze and say nothing—only to feel terrible later for not having spoken up.

Welcome to the “Water Cooler” series. The purpose of this series is to share actionable strategies for responding to BTIs and addressing pushback from those who are misinformed about the purpose and benefits of inclusion and workplace fairness efforts. My approach assumes that conflicts around inclusion are often “head” related rather than “heart” related. These tips are aimed at those who want to contribute positively to an inclusive workplace culture, not those who do not see diversity as a competitive advantage.

With each scenario, I’ll provide a potential response and explore the underlying motivations driving such questions or comments.

Scenario 1: Addressing Concerns About "Qualified" Hires

A respected colleague once expressed frustration that the organization’s workplace inclusion and fairness policies and initiatives meant that “unqualified” people might be hired or promoted over more qualified individuals like himself.

Potential Response #1: "What do you mean by ‘qualified’?"

It’s important to address the fallacy often implied in such concerns—the idea that hiring or promoting individuals from underrepresented groups must be solely based on their identity. Let’s be clear: it is never a good idea to hire or promote someone solely based on their ethnic background, gender, or other social identity without considering quantifiable technical qualifications, emotional intelligence, demonstrated leadership skills, and other relevant factors. Such hires are likely to fail.

However, embedded in this concern is an assumption that only certain people (often from the majority group) are inherently qualified. To challenge this notion, try this thought experiment:

Visualize a technology company that is predominantly white and male. A manager hires five white men for a new department. What is your initial reaction? Do you question their qualifications? Now, imagine a black woman manager at this company hires five black women for her new department. Does your perception change? If you find yourself questioning their qualifications in the latter scenario but not the former, you might want to do a personal reflection on why that might be.

Potential Response #2: "Have you considered how our inclusion efforts help us gain business we might otherwise struggle to capture?"

This shifts the conversation to the business case for inclusion. For example, when opening an office in a new market such as Chicago, New York, or Prague, hiring someone with lived experiences relevant to those markets provides a competitive advantage. Similarly, as demographics shift toward greater ethnic diversity, hiring technically qualified individuals also able to connect culturally or who have lived experience with growing market segments positions your organization for long term growth.

Potential Response #3: "How do you know you weren’t chosen for your role based on your race or gender?"

This edgier response encourages introspection. If someone in the majority group believes their success is purely merit-based, they should consider how others might view their qualifications. How would they feel if their achievements were dismissed as a product of the "good ole boy network"? Understanding this perspective fosters empathy for underrepresented colleagues who face similar dismissals.

Building a Meritocracy That Works for Everyone

Organizations need to critically examine how their "meritocracy" operates and who truly has access to opportunities. It’s natural to view change as a potential threat, but when companies hire and promote talent based on performance and view their ability to contribute to organizational growth as a valuable qualification, everyone benefits. By addressing these misconceptions and fostering open dialogue, we can create workplaces where inclusion drives innovation and success.