By Simon Coleman | 1948 Co-Founder | Actor | L&D Specialist

When we talk about inclusion at work, we often focus on what people say. The words they choose perhaps or the phrases they avoid.

But real inclusion is often revealed in something far less visible: the way things are said.

Our tone and presence can create either create psychological safety or subtly close people out. A warm greeting can foster belonging while a dismissive tone can silence a voice before it has fully emerged.

Most of the time, we don’t notice how our voice shapes the space around us, which is why inclusive leadership is about more than just intention. It is about awareness.

Actors, like me, learn early in their training that meaning lives beyond words. A single phrase delivered with warmth can build trust, while the same phrase, spoken with tension or impatience, can create distance. The audience may not always know why they feel a certain way, but they feel it nonetheless.

The same is true in the workplace.

The Micro-Signals We Send

Bias rarely announces itself loudly. More often, it lives in the subtle signals we send every day.

These moments are rarely deliberate, but they matter, because they tell people who belongs, who is heard and who holds influence.

We call these micro-signals – small behaviours that shape people’s experience of inclusion. They are easy to miss, especially by the person sending them, but over time they can have a significant impact on culture.

This is where inclusive leadership becomes so important. Inclusive leaders pay attention not only to what they communicate, but how they communicate it.

Listening Beyond Words

Actors are trained to listen in ways most of us rarely do. They notice shifts in energy, moments of hesitation, silence and what remains unsaid. This type of listening keeps them connected to the scene, to one another and to the audience.

Inclusive leadership requires the same skill.

When leaders listen fully, they become more aware of who is contributing and who is withdrawing. They notice who is being invited into the conversation and who may feel excluded from it.

Sometimes the adjustments are subtle – pausing before responding or softening a tone – yet these small choices have a powerful effect. Over time, they shape cultures of belonging and psychological safety.

Why Inclusion Needs Practice

Awareness is only the beginning. Like any leadership skill, inclusion improves through practice. It is not a destination we reach, but a practice we return to every day.

At 1948, we often explore these dynamics through Forum Theatre, an actor-led learning approach in which participants observe realistic workplace scenarios and direct actors to adjust tone, pace or delivery. The impact of these small changes can be immediate and powerful, helping people experience inclusion rather than simply discuss it.

This kind of experiential learning allows people to notice behaviours they might otherwise miss and experiment with new approaches in a safe environment.

From Awareness to Action

After your next meeting, pause for a moment and reflect.

Who did I speak over?

Whose ideas did I build upon?

Did my tone change depending on who I was speaking to?

Did I create space for others to contribute?

These questions may seem simple, but they can reveal a great deal.

The Sound of Belonging

People recognise inclusion instantly and it’s not found in slogans or policy documents. When people feel safe to challenge and contribute, they experience belonging. So when you think about inclusion, don’t just look at who is in the room. Listen to how the room sounds.