Monday.com says inclusion is a daily leadership practice

At monday.com, with more than 250,000 customers worldwide and teams spanning engineering, product, sales, marketing, and customer-facing operations, the quality of meetings, feedback, and recognition can shape whether people speak up early enough to change the outcome.

Inclusion as a management practice

Belonging is built through daily experiences and deliberate management choices. Inclusion is part of how teams communicate, make decisions, and let people bring their authentic selves to work, not a separate HR program.

In a SaaS business where work moves fast and dependencies are constant, a manager inviting dissent in a roadmap review, giving clear feedback after a launch, or crediting contributors across functions changes more than morale. It changes whether engineers flag a risk, whether product managers challenge an assumption, and whether sales or support teams feel safe surfacing customer signals before they turn into churn.

The company is putting numbers behind the message

monday.com’s 2024 ESG report, published on June 26, 2025, formalized a global Inclusion strategy. The company expanded data collection, set measurable goals, and measured the report against SASB standards.

One of the clearest figures in that report was the share of management promotions going to women: 61 percent, nearly double the previous year.

What daily inclusion looks like on a monday.com team

On a monday.com team, inclusion shows up in the small moments that define team culture. In meetings, inclusion means more than adding voices to the calendar. It means who gets time to speak first, whether objections are welcomed, and whether the loudest person in the room is also the person shaping the final decision.

In feedback, it means managers are specific, timely, and consistent instead of saving judgment for performance-review season. In recognition, it means credit follows the actual work across product, engineering, sales, and operations, especially when a project depends on people in different time zones or functions. In decision-making, it means explaining why a call was made so employees understand the logic and can act on it next time.

Teams that feel safe raising concerns are more likely to catch bugs, flag customer confusion, and challenge weak assumptions before they harden into expensive mistakes.

Why the business case is stronger than a culture memo

Organizations cannot simply declare diversity and inclusion a priority and expect meaningful change, Harvard Business School Online argues. Inclusive leadership requires active commitment and is linked to stronger belonging, better decision-making, and more innovation. McKinsey’s diversity and inclusion research makes a similar point: the business case is strong and getting stronger.

For monday.com, that logic fits the shape of the company itself. The business is headquartered at 6 Yitzhak Sadeh Street in Tel Aviv, Israel, and its scale means the company has to coordinate across markets, disciplines, and customer types. The more global and cross-functional the organization becomes, the more expensive it is when people stop speaking candidly.

That is especially relevant for a platform built around helping other teams organize work. When the company’s own internal culture rewards openness, it can move faster without relying on a handful of managers to transmit every decision. When it does not, hidden friction shows up in missed handoffs, slower launches, and weaker retention.

The broader company story around growth and access

The 2024 ESG report linked inclusion to broader participation outside monday.com’s own walls. monday for nonprofits supported 19,523 active accounts, up 45 percent year over year, and Startup for Startup facilitated more than 3,140 connections.