The business case for diversity is well-known, but to truly benefit from having a diverse workforce, companies also need to be inclusive. What\u2019s the difference? Think of it this way: what\u2019s the point of hiring more people who are different if you want them to behave and think just like you? Many organizations have recognized this and are doubling their efforts to make inclusion part of their organizational DNA and brand. There is an increasing amount of research available that shows how diversity improves revenue, productivity and innovation. One example that is often cited is the 2015 \u201cWhy Diversity Matters\u201d report from McKinsey & Company. A new 2017 analysis of the report found that organizations in the top quartile for having ethnically diverse executive teams were 33% more likely to see better-than-average profits than the bottom quartile. In an ideal inclusive workplace, diversity would be well represented at all levels of the organization \u2014 in the boardroom as well as the lunchroom. Employees would feel that they belong, have access to the same opportunities, and are valued for their unique contributions. However, sometimes the connection between diversity and inclusion (D&I) and success is difficult to see, and not all employees get on board with the organization\u2019s D&I efforts.