Manager mindset guide - inclusive management 

What managers should know 

Inclusion works best when it’s consistent, especially when supporting diverse working styles across a team. When managers apply the same thoughtful habits across their team, not just when problems arise, support feels fair, predictable and embedded in day-to-day management.

This consistency helps the entire team understand what good support looks like, not just those who speak up first.

• You’re not a clinician. Your job is to create conditions where people can do their best work - through clarity, structure, kindness, flexibility and a supportive work style.

• Support doesn’t require disclosure. You can offer helpful working adjustments based on preferences and needs, regardless of diagnosis. 

• Reasonable adjustments are a legal duty in many cases when a disability is involved, under the Equality Act - but good practice is to make inclusion “business as usual” rather than a special case.

• Stress can look different. In diverse teams, what seems like a “small change” to one person can feel overwhelming or unpredictable - especially when managing complex challenges.

• Understanding personal work style. Everyone has a personal work style shaped by experience, energy levels, communication preferences and environment, which affects how they work effectively.

• Creating psychological safety at work. When managers lead with clarity and openness, they create psychological safety - the foundation for trust, honesty and engagement.

When people feel supported, productivity improves alongside engagement and collaboration. Job satisfaction improves and teams are better able to resolve conflicts before they escalate.

Manager best practice - simple habits that work

Good people management doesn’t require grand gestures. Small, repeatable habits, applied consistently, are often what make the biggest difference.

• Clarity beats charisma: Clear structure helps reduce uncertainty and makes expectations easier to understand.

• Follow up key points in writing: short recap > long email. This helps team members process information more effectively.

• Focus on outcomes, not “your way”: Focus on outcomes, not “your way”: if objectives are met, allow different paths to success that play to team members strengths.

• Make check-ins routine: don’t wait for a crisis - build it into 1:1s. Regular check-ins also create space for ongoing feedback, without it feeling formal or reactive.

“Say this” starter lines 

Language matters. Simple, open phrasing helps normalise conversations about working preferences, whether someone has a more logical work style, a collaborative approach, or something in between -without making anyone feel singled out or under scrutiny.

• “Everyone works differently - I want to make sure you’ve got what you need to do your best work.” 

• “Are there any adjustments or preferences that would make work easier?” 

• “Would written follow-ups or clearer priorities help? 

This way of managing isn’t about having all the answers - it’s about inclusive leadership in action. It’s about being curious, clear and consistent - and recognising that good management adapts to people, not the other way around.

When managers lead with clarity and flexibility, teams feel safer, share creative ideas more freely, and perform more sustainably over time. This creates space for people to develop in ways that suit their strengths and working preferences.

Clear, inclusive management habits support productivity without adding pressure or complexity.