By Deanna Lanoway, Executive Consultant, People First HR Strategic HR Consulting & Allison Rew Director, Health Solutions, Partnerships HR and P&C Solutions | Health Solutions

Inclusion, Diversity, Equity, and Accessibility (IDEA) initiatives have opened doors to greater inclusivity and diversity in the workplace, but their impact can be undermined without psychological safety—potentially leading to increased anxiety and stress.

Employees across all backgrounds and roles may experience uncertainty or discomfort when navigating IDEA-related topics. This anxiety can affect morale, hinder collaboration, and compromise psychological safety.

However, by acknowledging our shared experiences and making a conscious effort to be more understanding and empathetic, we can ease this tension. In doing so, we create the foundation for a more inclusive, accepting, and supportive workplace culture.  

Anxiety is a common human emotion that stems from worry, fear, or unease, typically related to something beyond one’s control. This may also be met with other physical symptoms such as muscle tension, difficulties with sleep or concentration, or a rapid heartbeat. Although feelings of anxiety are common, when this begins to interfere with daily functioning, it may indicate something more serious needs to be addressed.  

With 1 in 5 Canadians experiencing mental illness in any given year, it’s necessary to spotlight the significant role workplaces have in supporting mental health and reducing stigma – a common barrier for many to accessing care¹. Regarding anxiety specifically, 13.3% of Canadians will be diagnosed with general anxiety disorder in their lifetime, and many more than that will experience undiagnosed anxiety on a day-to-day basis¹.  Many organizations have recognized the need to prioritize mental health as related claims continue to surpass other chronic conditions such as heart disease, respiratory diseases (like asthma and COPD), and arthritis. In addition to this, approximately 500,000 Canadians miss work due to mental illness each week with an estimated economic cost of $51 billion annually².  

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How does IDEA contribute to anxiety when it’s designed to improve workplace experiences?  

Anxiety can stem from concerns related to issues of inclusion, or any aspect of IDEA. It can cause employees to worry,  

• About the sustainability of IDEA programs  

• About shifting political and economic climates

• They’re not sensitive enough to IDEA

• They’re not fully understanding IDEA  

• They don’t know how to effectively undertake IDEA programs  

• About IDEA approaches causing unintended harm or backlash

This uncertainty fuels anxiety around various aspects of IDEA and at different levels within the organization which can unintentionally hinder open communication and collaboration.  

Canadian society is increasingly diverse. Today, we recognize that diversity extends far beyond race or gender, including more nuanced, but critical, aspects of our identity. This pluralism enriches communities and organizations by bringing varied perspectives, experiences, and ideas to the forefront. Research consistently shows that diverse teams outperform homogeneous ones in creativity, problem-solving, and financial performance.

This recognition of diversity’s value led organizations to prioritize initiatives to drive inclusion and leverage diversity, evolving and embedding practices over the past few decades. Early initiatives often focused on compliance and representation—ensuring legal adherence and increasing diverse hires. More recently, organizations have shifted toward fostering inclusion and equity, emphasizing culture change, allyship, and systemic transformation. Yet, the changes felt across society in recent years have led to a re-examination of programs and approaches, with some very public decisions to change tact.  Despite progress, uncertainty remains.

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Under-represented groups

Individuals from under-represented groups may experience anxiety about the future of IDEA programs that have helped them feel included and supported. They might fear that progress toward equity could stall or even regress. Additionally, recent public comments and debates have led to doubt the merit of under-represented employees, leading to concerns about being unfairly judged or stereotyped.

For example, a woman in a male-dominated field might worry whether her achievements will be attributed to affirmative action rather than her skills. This anxiety can lead to reduced confidence at work.

In organizations embracing IDEA approaches, individuals from underrepresented groups may feel anxious that they’ll be expected to educate others. IDEA programs can ease this anxiety by ensuring training and resources support those who want to be informed allies, without relying on colleagues in underrepresented groups to guide them.  

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Represented groups

Employees who feel they’re part of represented groups also face anxiety, albeit different in nature. They may fear saying the wrong thing or unintentionally offending colleagues, especially as social norms and language around identity evolve rapidly. There’s often concern about being perceived negatively if they’re seen as being “out of touch” or don’t fully understand concepts behind, or the language of, IDEA.

Many want to be allies but feel uncertain about how to support others effectively without overstepping or causing harm. This uncertainty can lead to withdrawal or silence, which hinders inclusive dialogue.

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For leaders

Leaders carry a unique responsibility. They may worry whether they’re doing enough or the right things to advance IDEA goals. Leading diverse teams requires skills in cultural competence, empathy, and conflict resolution—skills not all leaders have fully developed.  

Additionally, leaders may fear that organizational IDEA initiatives could be rolled back due to budget cuts or shifting priorities, leaving them unsure how to maintain momentum. This pressure can contribute to leadership anxiety and decision paralysis.

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Overlapping anxieties

It’s important to recognize that these anxieties are not mutually exclusive. A single individual can experience multiple, sometimes conflicting, feelings.  

Despite the diversity of experiences and identities, the anxieties around IDEA share common roots: fear of rejection, uncertainty about the future, desire for belonging, and concern about being misunderstood. Recognizing these shared emotional experiences brings us closer to empathy and group trust.

When employees and leaders acknowledge that everyone—regardless of background—may experience anxieties related to IDEA, it humanizes the conversation and validates common emotions or concerns. This perspective helps break down what is normally an “us versus them” mentality and builds a foundation of psychological safety.  

Open, honest dialogue is one of the most effective tools for addressing IDEA-related anxiety. When people share their perspectives and listen actively, they gain insight into others’ experiences and motivations. It also clarifies expectations and supports transparency because when people understand why changes are happening, they feel more secure. Open conversations foster empathy and dispel misconceptions, and it takes strong leadership to model inclusive behaviour.

Organizations can create structured opportunities for dialogue, such as facilitated listening sessions, storytelling workshops, and peer discussion groups. Leaders who are on their own IDEA journey can play a crucial role by modeling vulnerability—sharing their own uncertainties and what they’ve learned can encourage inclusive communication for the whole team. It’s equally important to de-stigmatize mental health and ensure support programs/services are shared and encouraged for use. Open conversations may stimulate self-exploration of past traumas or a need to work through feelings with a qualified mental health professional. This is why psychological safety and mental health training is essential for leaders, and they’re well-equipped to appropriate recognize the need for and refer to appropriate mental health support.  

Overall, it’s important to recognize that open dialogue isn’t meant to “solve” all issues immediately, but to build relationships and trust over time. As psychological safety grows, employees are more likely to engage authentically, collaborate effectively, and contribute to a culture where the true benefits of diversity can be realized. Not only do employees thrive, but organizations too as employees feel connected and committed to their place of work, improving factors that contribute to a company’s bottom line.  

The path to true inclusion isn’t linear or easy. Through creating a psychologically safe workplace, where empathy, dialogue, and a commitment to understanding, we can transform anxiety into connection. Supporting mental health along this journey is essential, as psychological well-being allows individuals to fully engage, contribute, and thrive. When we see how much we have in common beneath our differences, we unlock the full potential of diversity—not just as a metric but as a source of strength, innovation, and belonging.

Sources:

¹ Canadian Mental Health Association, Fast Facts about Mental Health and Mental Illness, 2021

²  Canadian Psychological Association, “Psychology Works” Fact Sheet: Mental Health and the Workplace, 2024

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