In today’s diverse global workforce, leadership development has become more critical than ever before. As organizations grow and diversify, it becomes increasingly important for leaders to foster environments that are not only inclusive but also responsive to the needs and experiences of all employees. LaVerne Collins is a Licensed Professional Counselor and counselor educator with a strong business mindset who brings her multicultural knowledge to corporations to help them build the kind of corporate culture that is positive for everyone.
Collins says, “Despite widespread initiatives focused on cultural competence, many workplace diversity training programs fail to create lasting change.” The emphasis on terms such as “cultural competence” may be inadvertently reinforcing a hierarchical view of culture, rather than promoting a deeper, more nuanced understanding of respect for diverse stakeholders, according to Dr. Collins. She says the concept of cultural humility and responsiveness offers a more effective approach for building truly inclusive and dynamic leadership practices.
The idea of cultural competence emerged with the goal of equipping leaders with the tools to navigate cultural differences and foster inclusive work environments. However, “competence” implies a static state—an end goal that can be achieved through training, often leading to a mindset where cultural differences are something to be “mastered” or “overcome,” says Collins. “While this approach allows companies to check the box under the category of employee experience, it fails to acknowledge the ongoing responsibility of recognizing one’s own biases.”
Cultural Humility: A More Effective Approach
Rather than striving for cultural competence, leaders and organizations are better served by embracing language like cultural humility, cultural attentiveness, or cultural responsiveness as one of the company’s core values. This approach prioritizes a long-term commitment to encourage learning and self-reflection in the face of the ever-evolving landscape of cultural dynamics. Cultural humility recognizes that, as leaders, we can never fully “know” or “understand” every culture in the workplace, but we can cultivate an openness to learn without judgment. Cultural humility calls for a commitment to know ourselves and consider how our own lives affect the way we think about the lived reality of other people. This shift in perspective emphasizes learning about your own negative assumptions rather than the idea of “knowing about” other groups.
Cultural humility is grounded in the understanding that cross-cultural dynamics are complex and multifaceted. Rather than using “we /they” language, which runs the risk of stereotyping, minoritizing, and otherizing, people are encouraged to see every individual as a unique person with many intersecting identities.
Collins uses herself as an example of intersecting identities. “I am not just an African American. I have identities as a woman, a daughter, an only child, a wife, a mother, a grandmother, a person affected by suicide loss, a member of a religious faith community, and a descendant of 18th- and 19th-century enslaved persons and 20th-century steel mill workers. I am a first-gen college grad and doctoral-degree holder, a minister, an educator, a licensed professional counselor, and a business owner.” She adds, “Each of those identities intersects with the others. Some of my identities hold privilege in our society, such as education and business ownership. However, I hold other identities, such as my race, that are not privileged groups in our society.” Cultural competence tends to reduce a person to one identity and then may further reduce an entire group of people to a monolith. “Cultural responsiveness sees and respects all that I am.”
Instead of assuming proficiency in understanding cultural nuances, Collins says cultural humility involves letting go of notions of one tradition being normal or better. “A White grad student once commented in a class I was teaching on multicultural counseling by saying White America doesn’t have a culture like minority groups do.” Nothing could be further from the truth. White culture is the definition of mainstream America. The student had defined culture as something “others” have, but White Americans do not have. For her, culture was essentially any deviation from the dominant values, traditions, holidays, food, clothing, and social norms of living in the United States as a White American. This kind of otherizing is one of the risks of cultural competency training.
The Pitfalls of Cultural Competency Training
When companies implement “cultural competency” trainings, they tend to do so with the assumption that a series of training sessions will lead to meaningful dialogues, acceptance of diversity, and respect for “differences.” Unfortunately, these seminars tend to focus on providing generalized, one-size-fits-all information, which may feel superficial or even patronizing to employees who are directly impacted by diversity challenges. These seminars often prioritize surface-level understanding—such as over-generalizations about cultural communication patterns, customs, and traditions—instead of the deeper, ongoing work of engaging with people from diverse backgrounds in a meaningful and responsive way.
Moving Towards Cultural Responsiveness
Rather than adhering to a rigid framework of cultural competence, organizations should consider implementing a model of cultural responsiveness. Cultural responsiveness moves beyond surface-level cultural knowledge and emphasizes the importance of creating environments where employees feel seen, heard, and respected.
The Impact on Mental Wellness
An often overlooked component of cultural responsiveness is its role in promoting mental wellness within the workplace. Racial stress is distracting. Employees from racialized backgrounds tend to perform better when they feel safe because psychological safety is the foundation for unlocking their potential in environments where they might otherwise feel marginalized. Dr. Collins gave us four reasons why.
1. Reduced Mental Load from Code-Switching and Hypervigilance
“Many people of color engage in code-switching—adjusting their behavior, speech, or appearance to fit into dominant workplace cultures. This takes up cognitive energy and may feel inauthentic,” according to Dr. Collins. She describes this unsafe feeling as leading to hypervigilance, where individuals are constantly monitoring for bias or microaggressions. When psychological safety is present, that mental energy can be redirected toward creativity, problem-solving, and performance.
- Freedom to Take Risks Without Fear of Stereotyping
In unsafe environments, mistakes might be viewed as a reflection of a person’s background or identity. Dr. Collins explained that safe environments allow employees to take risks, speak up, and fail forward–behaviors that she says are essential for innovation and leadership.
- Authenticity Protects Against Burnout
Safety creates room for genuine relationships and team cohesion. When people can show up as themselves, they’re more likely to be engaged, committed, and collaborative, making employees more likely to invest effort and share ideas. According to Dr. Collins, “Feeling the need to be inauthentic can lead to detachment or burnout.”
4. Buffer Against Impostor Syndrome and Stereotype Threat
When people feel like they don’t belong, impostor syndrome and stereotype threat can sap their confidence and focus. Safety helps interrupt that cycle, allowing people to feel appreciated for their capabilities and valued for their contributions. Safety lets them stop protecting themselves and start expressing themselves. That shift fuels better work, stronger teams, and healthier organizations.
Ongoing Leadership Development: A Lifelong Commitment
Dr. Collins believes the key to effective leadership in diverse workplaces lies in a leader’s willingness to learn and grow continuously. Acknowledging that the work of creating an inclusive and responsive workplace is never “complete” allows leaders to approach challenges with curiosity, openness, and a commitment to lifelong learning. Rather than attending one-time seminars that focus solely on “mastering” cultural differences, leaders should invest in ongoing development opportunities that support their growth in cultural humility, emotional intelligence, and responsiveness. These are the types of services and outcomes that Dr. Collins brings to various organizations, from hospitals to universities to churches and corporations.
By embedding practices of cultural humility and responsiveness into leadership development programs, organizations can help ensure that their leaders are prepared to navigate the complexities of a diverse workplace. These initiatives can include regular check-ins, mentorship opportunities, and continuous education on cultural dynamics and mental health issues. Such programs encourage leaders to be reflective about their own assumptions and biases, engage in open dialogue with employees, and remain adaptable in the face of change.
Creating a Culture of Inclusion
Ultimately, creating a truly inclusive workplace requires more than simply attending a seminar or adopting a specific set of strategies. It requires a cultural shift at every level of the organization, from leadership to front-line employees. By fostering an environment that values continuous learning, self-reflection, and responsiveness, leaders can build teams that are not only diverse but also genuinely inclusive. In doing so, they contribute to a workplace culture that values every employee’s unique perspectives and experiences, fostering greater engagement, innovation, and satisfaction.
LaVerne Collins believes the shift from cultural competence to cultural humility and responsiveness is a necessary evolution in the way organizations approach leadership development. By embracing cultural humility, leaders move away from a static understanding of culture and instead adopt a more fluid, responsive approach that values ongoing learning and adaptability. This shift not only benefits employees from diverse backgrounds but also strengthens the organization as a whole, creating a workplace where everyone can thrive.
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