Diversity and inclusion initiatives are often focused on internal organizational dynamics. Helping colleagues to relate better to each other, creating a more inclusive climate and ensuring that talent management processes are meritocratic are typical areas of D&I concentration. Progressive organizations are taking D&I to the next step: client engagement. Traditionally marketing departments have created advertising around targeting specific demographic groups. Organizations are also taking strides in their hiring practices to mirror their audience. Both are grounded in valid business concepts, but not really an evolutionary step in inclusion practice. What is? Connecting internal D&I employee development to the external client approach advances the business case for an overall inclusive environment.

A big opportunity exists here. The extent to which colleagues are competent in how they include each other will directly impact how they work with their clients. For many organizations, major revenue growth comes from penetrating existing clients. At the core of this growth is the ability to build good relationships. In today’s global business world this often means building relationships across many differences such as culture, gender, ethnicity and age.

Remember, the cost of client acquisition is much greater than client retention. Losing a client due to an inability to relate and build a rapport is avoidable. In talent management, staff leave because of their managers, not the company…often the same thing is true with clients. Are the client facing staff in your organization showing up as culturally competent and inclusive with your clients? If they aren’t, the next opportunity may go to your competition.

What is your strategy for using inclusion competencies to grow your business?