“We want our employees to bring their ‘whole selves’ to work.”

Statements such as this abound within the many organizations that espouse a culture of inclusion. Similarly, there is no shortage of think pieces, self-help articles, or “best practices” policies that encourage individuals to lead happier, healthier lives by modeling authenticity and “showing up” daily as their best selves. Such statements and policies are usually rooted in good intentions and even substantiated by studies that suggest organizations benefit when employees feel valued for what makes them unique. Although a carefully crafted vision or values statement that affirms inclusion looks good on paper, truly realizing and activating a culture in which all employees can show up and be their best, authentic, and “whole selves” takes work.