In this powerful Transform Dialogue, Mita Mallick, author, workplace strategist, and inclusion champion joined achieve Engagement for a candid conversation about leadership, humanity, and the future of inclusion at work.

Known for her bestselling book Reimagine Inclusion, Mita previewed her upcoming release, The Devil Emails at Midnight: What Good Leaders Can Learn from Bad Bosses. The book was inspired by a personal moment, finding an old notebook listing her “bad bosses” from her twenties that sparked the question: What if I’ve been the bad boss too?

From there, the dialogue explored the deeper truth: bad bosses aren’t born, they’re made. They’re shaped by unexamined habits, performance pressures, and cultures that reward results over relationships. Through stories of “The Chopper Boss” (a micromanager who redoes everyone’s work) and “The Toxic Positivity Boss,” Mita revealed how intention without awareness can erode trust, motivation, and inclusion.

The conversation touched on themes of grief, growth, and vulnerability, drawing from Mita’s own experience losing her father and the lack of empathy she encountered returning to work. She challenged organizations to build environments that honor humanity as much as performance, especially in moments that truly matter.

As the discussion turned toward the future, Mita made a bold prediction: inclusion will become one of the biggest competitive advantages in the next decade. Companies that hold firm to their values, even amid DEI backlash, will not only thrive but leapfrog their competitors.

“Inclusion isn’t charity, it’s strategy. It’s how you retain talent, fuel innovation, and create workplaces people don’t want to leave.” – Mita Mallick

Key Insights from the Session

• Bad bosses are made, not born. Leadership behaviors are learned, often through poor modeling and high-pressure systems.
• First-time managers need support. Many are promoted for technical skill, not people leadership, creating a gap that training must fill.
• Micromanagement drains motivation. Leaders should coach, not control, to unleash creativity and confidence.
• Context creates connection. When leaders explain their pressures or decisions, it transforms frustration into understanding.
• Vulnerability builds trust. Honest conversations about fear, pressure, and mistakes strengthen team relationships.
• Feedback must be invited with intention. Ask specific, actionable questions and be ready to listen without defensiveness.
• Inclusion drives performance. When employees feel seen, valued, and supported, they stay engaged and committed.
• Humanity matters most. Compassion during moments of personal hardship is remembered far longer than quarterly metrics.