Last year, a doctor of physical therapy program at an institution of higher education faced an all-too-familiar challenge: how to celebrate the holidays in a way that felt meaningful for everyone. Instead of defaulting to the traditional catered lunch and gift exchange, the director invited faculty, staff and graduate students to co-create the event.

The group chose a potluck featuring dishes from their own cultural traditions; scheduled the gathering at a time that accommodated teaching loads, administrative duties and studying; and added a gratitude board where everyone could publicly recognize each other’s contributions.

The result? People lingered longer, conversations crossed silos and new collaborations emerged. What started as a holiday celebration became a catalyst for belonging — a reminder that when people feel seen and valued, they show up differently.

This story illustrates a powerful truth: Holiday gatherings offer a metaphor for leadership. Who gets invited to the table? Who feels welcome when they arrive? Inclusive leadership ensures that everyone — not just the loudest or most familiar voices — has a seat and a say. However, this does not happen by accident. It requires intentionality: culturally sensitive celebrations, equitable policies, and systems where diversity thrives and belonging is real.

Today, that work is harder than ever. Across higher education and beyond, we see backlash against diversity, equity and inclusion initiatives. Critics dismiss them as unnecessary or divisive, and some institutions have scaled back programs entirely. Yet, here is the reality: When DEI is treated as a checkbox or a seasonal gesture, skepticism is justified. Token efforts — such as adding one cultural dish to a holiday menu or issuing a generic statement — do not create belonging. They create optics.

Real DEI looks different. It means building structures that make inclusion sustainable, not situational. That starts with avoiding major meetings or deadlines during religious observances and providing flexibility for personal responsibilities. It incorporates the creation of inclusive traditions by inviting input from faculty, staff and students on how to celebrate holidays and milestones in ways that honor diverse cultures. It also requires year-round recognition, acknowledging contributions regularly rather than only during the holidays. Finally, leadership accountability is essential: Inclusion goals must be tied to departmental missions and priorities, so they are not optional but integral to how success is measured.

These practices are not just nice-to-haves. They drive measurable outcomes: higher engagement, stronger retention and greater innovation. When people feel they belong, they contribute more fully — and institutions thrive.

Belonging is not created by grand gestures alone; it is sustained through everyday choices. Leaders can model inclusion by amplifying all voices — especially those historically marginalized — in meetings, by mentoring across similarities and differences and by ensuring that decision-making processes are transparent and fair. Seemingly small actions — such as rotating who sets agendas or acknowledging diverse perspectives — signal that equity is woven into the fabric of organizational life. Moreover, inclusion should extend beyond holiday celebrations to hiring practices, workload distribution and professional development opportunities. When these principles guide policy and practice, holiday gatherings become more than symbolic.

The holidays remind us of values such as gratitude and empathy. For leaders, these are not seasonal sentiments; they are strategic imperatives. In a climate where anti-DEI sentiment undermines progress, leaning into inclusion is not just the right thing to do — it is the smart thing to do.

So, as you gather around tables this season, ask yourself: Who is missing? Who feels welcome? And what will you do to make belonging real all year long?

This is the ultimate leadership test: not how well we decorate the table but how consistently we make space for all to thrive.

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Dawn S. Brown is the assistant chair of curricular affairs and an assistant professor at Northwestern University Feinberg School of Medicine, in the Department of Physical Therapy and Human Movement Sciences.

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