🌍 Cultural competence is out – cultural humility is in! True inclusive leadership isn’t about mastering diversity but embracing lifelong learning.
💡 Dr Lesley Aitcheson explores how shifting to cultural humility fosters respect, trust and meaningful connections in today’s workplaces. 🚀 Lead with humility, thrive with diversity!
In today’s interconnected and dynamic workplaces, the ability to navigate cultural differences is a critical skill for leaders and a key element in modelling an appreciation of diversity. Historically, the concept of ‘cultural competence’ has been widely promoted as the gold standard for leaders.
By embracing humility, leaders acknowledge that they don’t know everything but are open to discovering the richness of diversity
However, this terminology is problematic, and as our understanding of diversity, equity and inclusion evolves, it becomes clear that claiming cultural competence can be misinterpreted as patronising, misguided, inadequate or even potentially harmful. So, what should we be doing instead? We are suggesting that leaders can strive for cultural humility – a mindset that fosters genuine understanding, continuous learning, inclusive practices and a willingness to take charge of our own learning, rather than expecting those we see as different to educate us!
The origins of cultural competence
Cultural competence emerged in the late 20th century as a framework to equip professionals – especially in healthcare and education – to work effectively across diverse cultural contexts. It emphasised acquiring knowledge, skills and attitudes to interact respectfully with individuals from different backgrounds. The model gained traction in business as globalisation and workforce diversity increased. However, cultural competence often implies that mastery is achievable, suggesting a finite endpoint where we can become fully adept at navigating all cultural nuances. This perception is not only unrealistic but also risks fostering overconfidence and complacency and runs the risk of seeming arrogant.
The case for cultural humility
Cultural humility, a term first introduced in healthcare, offers a more sustainable and ethical alternative. It emphasises:
- Lifelong learning and self-reflection: Cultural humility recognises that learning about cultures is an ongoing process. No one can fully ‘know’ another culture, and each interaction offers an opportunity to share and learn.
- Acknowledging power dynamics: Cultural humility calls for awareness of systemic inequities and the power imbalances that exist within workplaces and broader society.
- Engaging with respect: Instead of assuming expertise in another’s culture, cultural humility encourages curiosity and listening, ensuring that individuals feel valued and understood.
The pitfalls of claiming cultural competence
Leaders who position themselves as ‘culturally competent’ may inadvertently:
- Oversimplify diversity: Cultures are complex, dynamic and deeply personal. Claiming competence risks reducing them to checklists and stereotypes.
- Ignore intersectionality: People’s identities are multifaceted, shaped by overlapping factors such as race, gender, disability, socioeconomic status and much more. A static approach to cultural knowledge cannot address this complexity.
- Erode trust: Employees may perceive declarations of competence as arrogant or dismissive of their unique experiences. This can entrench a distrust of the organisation and destabilise hard-won psychological safety.
- Exhaust those perceived as different: We emphasise the importance of self-education, encouraging individuals to take responsibility for learning about different perspectives and cultures, rather than relying on those perceived as ‘different’ to explain their experiences or practices. This expectation often leads to exhaustion and burnout for individuals in minority groups, who may feel pressured to represent their communities, meet heightened expectations, or act as spokespeople for broader causes.
What future workplaces need
Creating genuinely inclusive environments requires future workplaces to embed cultural humility into every aspect of their operations. Leaders play a pivotal role in modelling this mindset through:
- Continuous education: Embrace training and experiences that challenge biases and expand perspectives.
- Active listening: Engage with your staff to understand their experiences and needs, rather than imposing assumptions.
- Adaptability: Recognise that cultural dynamics evolve and require flexible, nuanced approaches.
- Fostering psychological safety: Create environments where individuals feel safe to express their authentic, intersectional selves and share diverse viewpoints.
Next steps
The conscious shift from cultural competence to cultural humility marks an essential evolution in leadership. By embracing humility, leaders acknowledge that they don’t know everything but are open to discovering the richness of diversity. In this way, they can demonstrably commit to growth, empathy and meaningful connection. In doing so, they lay the foundation for workplaces that not only celebrate differences but also thrive because of them.
Dr Lesley Aitcheson is Director at Cerulean
