🚗🏆 Rolls-Royce Rolls Forward with Inclusion

When we talk about innovation in the automotive industry, we usually think of cutting-edge tech, sleek designs, and powerful engines. But what if the biggest innovation wasn’t under the hood? Rolls-Royce is proving that real innovation is about inclusivity. With their “Being Like Me” series, employees are sharing personal stories to build understanding and psychological safety. And with managers trained in inclusive leadership, they’re ensuring no one feels the need to hide who they are at work-as I teach my leadership students, "we need to see the spectrum of the human experience".

🏁 Inclusion as a Competitive Edge

As someone who has worked with automotive giants like Volkswagen and XPENG, I’ve seen firsthand how inclusive leadership drives success. The auto industry isn’t just about horsepower—it’s about people power. Companies that prioritize inclusion attract top talent; foster creativity, reduce turnover, and build stronger, more resilient teams.

Rolls-Royce is embedding inclusion into their DNA. By giving employees the space to share their stories and equipping managers with the skills to lead inclusively, they’re setting the gold standard. And let’s be real—when a brand synonymous with excellence says inclusivity is key, the rest of the industry should take note.

🔑 Key Takeaways

• Psychological safety isn’t optional—it’s essential for innovation and engagement.

• Inclusive leadership starts at the top—training managers is the key to lasting change.

• Authenticity drives culture—employees thrive when they don’t have to hide who they are.

🎤 The Lesson? Inclusion is the Engine of Innovation

A company can’t reach top speed if half its workforce is riding the brakes. By fostering a culture of authenticity, Rolls-Royce is proving that when inclusion leads, success follows.

P.S. Shoutout to Tufan Erginbilgic and Natasha Whitehurst for championing inclusivity at Rolls-Royce! 🚀 #InclusiveLeadership #Automotive #Innovation #PsychologicalSafety #Diversity

Original story from the Financial Times.