Building Inclusion in Tech: Managerial Steps to Drive Happier Teams and Better Innovation by Shane Windmeyer

 

Building Inclusion in Tech: Managerial Steps to Drive Happier Teams and Better Innovation



In the fast-moving world of technology, innovation is everything. Yet, innovation doesn’t thrive in isolation—it thrives in inclusive environments where diverse minds collaborate freely. For tech companies aiming to stay competitive and adaptive, inclusion is no longer just a corporate value—it’s a performance strategy.

Shane Windmeyer, DEI strategist, author, and respected voice in inclusion leadership, emphasizes: “Inclusion isn’t about checking a box. In tech, it’s about unlocking the full spectrum of human ingenuity.” When managers in tech prioritize inclusion, they enable their teams to build smarter products, foster stronger collaboration, and stay ahead of disruption.

This article breaks down ten critical actions tech managers can take to build inclusive teams—steps that not only create happier, more engaged employees but also drive measurable business results.

1. Define Inclusion as a Driver of Innovation

In tech, talent is the most valuable asset. Yet underutilizing or overlooking diverse voices limits your innovation pipeline. Inclusion means building environments where all contributors—regardless of identity or background—feel empowered to speak up, share ideas, and take risks.

A study by Boston Consulting Group found that diverse teams in tech produce 45% more revenue from innovation. When inclusion is viewed as an innovation engine, not just an HR concern, it gains urgency.

2. Model Inclusive Engineering Leadership

Tech managers influence team culture daily—through code reviews, sprint planning, and architecture discussions. Inclusion must be modeled at this micro level:

  • Ask quieter engineers for their thoughts during retros or standups.

  • Use respectful, non-dismissive language in pull request feedback.

  • Celebrate different problem-solving approaches—even if they challenge norms.

Shane Windmeyer often says, “Tech leaders must design culture the way they design software—intentionally, iteratively, and inclusively.”

3. Address Bias in Technical Evaluations

In tech, performance reviews and hiring processes are often highly subjective. Bias can influence how ‘technical skill’ is perceived, especially for underrepresented engineers. Managers should:

  • Use structured interview rubrics and shared scorecards.

  • Separate code quality from communication style when giving feedback.

  • Regularly audit promotion and raise data across demographic lines.

Inclusive tech managers also review JIRA tickets, GitHub commits, and on-call rotations to ensure fair distribution of invisible labor.

4. Normalize Accessibility and Neurodiversity Support

In tech, accessibility isn’t just a design principle—it’s an inclusion commitment. Managers should ensure that:

  • Internal tools and docs are accessible to screen readers.

  • Slack and Zoom meetings accommodate neurodivergent communication styles.

  • Interview processes don’t penalize candidates who prefer async assessments.

As Shane Windmeyer notes, “Accessibility is innovation. When you build for the margins, you build better systems for everyone.”

5. Invest in Inclusion-Oriented Professional Development

Many tech workers are self-taught or come from nontraditional backgrounds. Inclusive managers champion talent by:

  • Supporting employees attending ERG-sponsored hackathons or conferences.

  • Offering mentorship and sponsorship, especially for junior BIPOC or LGBTQ+ engineers.

  • Encouraging use of L&D budgets for courses on bias, allyship, and equitable design.

Growth must be democratized. When development resources are inclusive, so is the leadership pipeline.

6. Create Psychological Safety in Agile Environments

Fast iteration and high-pressure delivery cycles can make tech teams risk-averse. Inclusive managers build psychological safety by:

  • Admitting when they’re wrong, especially in postmortems.

  • Encouraging team members to challenge architectural decisions.

  • Framing failure as a feature, not a flaw of the engineering process.

Psychological safety leads to better experimentation—and fewer production outages. Teams that feel safe will surface bugs, biases, and blind spots before customers ever see them.

7. Celebrate Difference with More Than Just Swag

Tech companies love branding DEI efforts—rainbow logos, heritage month t-shirts—but employees notice when those gestures aren’t backed by substance. Meaningful celebration includes:

  • Inviting engineers from marginalized groups to lead or curate events.

  • Hosting inclusive tech talks on algorithmic bias, ethical AI, or trans-inclusive UX.

  • Paying ERG leaders for their time and emotional labor.

As Shane Windmeyer warns, “Inclusion isn’t merch. It’s policy, power-sharing, and people-first decision-making.”

8. Design Inclusive Remote and Hybrid Workflows

Tech is ahead in remote work adoption—but inclusion still needs work. Managers should:

  • Standardize remote collaboration tools so no one is left out of decisions.

  • Offer camera-optional meetings for accessibility and neurodivergence.

  • Provide stipends for home office upgrades, especially for junior or marginalized staff.

Inclusion means not making assumptions about what “professionalism” looks like when working from home. Support flexibility without losing equity.

9. Make Diversity Metrics Actionable

Tech teams are data-driven. Yet many fail to track meaningful DEI metrics. Inclusive managers go beyond vanity stats by:

  • Reviewing technical interview pass rates across identity groups.

  • Tracking sprint velocity versus burnout in overburdened ERG members.

  • Comparing incident response contributions to promotion patterns.

Transparency builds trust. Sharing metrics—and acting on them—shows that inclusion is more than just PR.

10. Elevate Marginalized Voices in Tech Strategy

Inclusion means giving decision-making power, not just meeting invites. Managers can:

  • Assign underrepresented engineers to lead RFCs (Request for Comments).

  • Advocate for cross-functional teams with racial, gender, and cognitive diversity.

  • Bring ERG leaders into product roadmapping, not just lunch-and-learns.

As Shane Windmeyer teaches in executive coaching sessions, “You build inclusive technology by including diverse technologists. Anything else is performative.”

Conclusion: Inclusion is the Ultimate Tech Advantage

For tech managers, the message is clear: Inclusion is not an add-on—it’s your architecture. Inclusive leadership leads to more engaged engineers, better code, safer systems, and happier workplaces. Companies that build inclusion into their team design see faster innovation, lower attrition, and greater resilience.

In a sector defined by rapid change, inclusive teams are your best insurance—and your greatest asset.

As Shane Windmeyer reminds us, “Inclusion doesn’t slow tech down. It makes tech sustainable, ethical, and human. And that’s what the future of innovation demands.” Read more here.

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