In the fitness room the other day, I caught a glimpse of amovie trailer on television. A father spoke veryopen-heartedly with his son about his work as a fireman. Heacknowledged the fear that welled up in him when he lookedinto a small, dark room filled with life-threatening heatand flames, and described the instinct to run in theopposite direction.

He had to pause in a safe hallway andassess the situation, the father explained, consciouslyremember why he had chosen his work - and why he must goforward into the fire despite his fear. Strange as it maysound, I find creating a culture of inclusion to be a lotlike this.

People differ in so many ways that wherever twoor more are gathered "combustion," in one form or another,is likely to follow. Although they may be uncomfortable attimes, these differences are vital. Our challenge is tounderstand this sometimes fiery vitality and, despitediscomfort or fear, make a conscious decision to moveforward anyway. If we can do this, the invisible walls thatdivide people begin to burn away and the benefits of theirshared presence and participation can emerge.

As H.E.B. grocery spokesperson Winell Herron, Group Vice-President for Public Affairs and Diversity, noted at a recent presentation before the Texas Diversity Council, U.S. businesses initially accepted cultural diversity initiatives because it was the legal thing to do, and only later because it was the right thing to do. Now, as our language is shifting from diversity to inclusion, people are discovering that creating environments where differences are actively sought out and everyone is valued is also a smart thing to do. This grocery chain's business case for embracing diversity has focused on increasing innovation, attracting and retaining top talent, accessing a larger supplier base, retaining and expanding existing markets, and increasing revenue.

How do you motivate leaders and their teams to begin the long journey toward a true culture of inclusion when they haven't even glimpsed, much less experienced, what is possible? Again,this is like asking someone to leave what is safe,comfortable and known and walk into a fire - for no apparentreason. Then there are those who have been working to bringabout change for a long time and are overwhelmed by thechallenge and "underwhelmed" by the results. How do you helpkeep everyone moving forward when they're feeling weary andunrewarded? Here are some tips from my work at Highest Vision to help you foster a cultureof inclusion in your workplace:

UNDERSTAND THAT CULTURE SHIFTS TAKE TIME. Working withpeople is an incredibly complex and rewarding task: thegreater the preparation, the higher the potential for bigpay offs. Like gardening, creating a culture of inclusion isan organic process. You must plan what you want to grow,till the soil, provide water and fertilizer, select andplant a variety of "seeds," and nurture them along. Stormswill sweep through and you'll have to protect yourseedlings, and do some replanting. And just like ingardening, the timetable and precise form this new culturetakes will be beyond your control. Be patient and havefaith.

BEGIN BY FOCUSING ON COMMONALITIES. Stabilize your currentenvironment by ensuring that everyone feels valued and isunited in a shared purpose - when this is compelling enough,differences are transcended. Take this further by helpingyour staff see each other as human beings, rather thansimply human "doings." Create opportunities for people totalk and socialize together beyond their work duties, aroundissues that apply to a broad range of people. Topics likeparenting, providing care for an aging parent, coping withillness and death, and financial management help people torealize that we're all in this thing called life together.

WORK WITH YOUR GROUP TO DEVELOP YOUR OWN "BUSINESS CASE."Saying that a culture of inclusion is simply a good thing todo or promising it will produce immediate business successwill set the initiative up for failure. Change requiresenergy, and generic statements won't provide you with enoughfuel for your journey. Create discussion forums. Aftertalking about what you believe is possible, invite people totalk about their ideas, values, concerns and fears. Askthought-provoking questions, such as: what might be possibleif we didn't put limits on people based on our own needs,perspectives, fears, and comfort zones? What do we need soeverybody can thrive here?

RE-EVALUATE EXISTING SYSTEMS AND BUILD NEW ONES. Once yourstaff understands the potential benefits to creating aculture of inclusion -- increased staff morale and moreinnovation powered by diverse perspectives to name but two-- you're ready to enter the fire. Use this as anopportunity to review processes in your organization, likehiring practices, sourcing your goods and materials,marketing, meeting management, mentoring, and compensation.Leave no stone unturned. Just because that system, language,or set of decisions used to serve the organization welldoesn't mean it continues to do so. Then, figure out whatnew efforts are needed to get you where you want to go.

Our work world has the capacity to close the gulfs thatseparate people - and demonstrate the great value of doingso. Creating an inclusive culture requires first opening ourown hearts and then extending invitations to others to dothe same. What we can count on is that our minds willfollow. By showing up as willing students and teachers foreach other, our wisdom and productivity increaseexponentially. As business leaders, we must continue toconsciously enter the "fire." The rest of the world iscounting on us.

Susan J. Schutz founded Highest Vision in 1999. Highest Vision services - executive coaching, leadership development, and team building -- reflect her deep conviction that professionals can be attentive to their "bottom lines" while also creating lives worth living and businesses that contribute to the good of all. For a free subscription to VantagePoint, Highest Vision's free E-zine for trailblazers in life and business, go to http://www.highest-vision.com.