3. The Performance of Inclusion vs. The Practice of Belonging

By Michele Manocchi

R&D Consultant | EDI Strategist | SDG + ESG Integration Advocate

Inclusion is often something we perform. Belonging is something we embody.

From diversity statements on websites to EDI committees and heritage month events, many organizations may appear very inclusive. However, as those from equity-denied groups are aware, appearances can be deceiving.

Inclusion initiatives may tick all the boxes but still leave employees feeling marginalized, tokenized, or invisible. This highlights the distinction between performative inclusion and genuine belonging.

Sadly, many examples of performative inclusion exist, where there is an appearance without genuine feeling. Performative inclusion looks like representation without real power, visibility without a voice, celebration without accountability, and “safe spaces” that are only safe for the dominant group. These efforts are often well-meaning but superficial, as they focus on optics rather than genuine impact, prioritize the comfort of dominant groups, and treat inclusion as a branding exercise rather than a cultural shift.

The outcome? Employees from equity-deserving groups may feel even more excluded — especially when the public message doesn’t align with their internal experience.

On the other hand, practicing belonging involves going beyond statements and symbolic gestures. It means nurturing relationships, structures, and leadership practices where people don’t feel they need to code-switch or self-censor, can speak hard truths without fear of backlash, trust that inclusion isn't based on performance or assimilation, and feel psychologically safe enough to challenge norms.

This is a much deeper — and often messier — process than performative inclusion, but it’s the only way to achieve real transformation.

To move from performative inclusion to authentic belonging, organizations should focus on listening as a leadership act rather than an HR duty. They should align internal and external narratives — don’t say what you’re not ready to embody; instead, demonstrate it. Empower employees to influence strategy through their voices, not just give feedback, and recognize inclusive behaviours in performance reviews, rather than treating them as just an “extra effort”.

This calls for a new understanding of what leadership means. In a belonging culture, leaders aren't just experts or decision-makers — they are relationship builders, pattern breakers, and accountability holders.

If your company claims to be inclusive but has not invested in everyday practices of belonging, you're sending a message — to current employees, prospective talent, partners, and even funders — that your EDI story is superficial.

Trust and credibility are fragile assets — and performative inclusion can harm both faster than silence.

Let’s Talk

What signs indicate performative inclusion in your workplace?

Where has your organization truly fostered a sense of belonging — and how was that different?

How do you measure if your inclusion efforts are genuinely effective?

Comment below or connect with me to explore how your organization can shift from image to impact — and foster a culture where belonging isn’t just a performance, but a shared practice.

Book a free 30-minute meeting to discuss your needs: https://calendly.com/info_michelemanocchi/30min