In today’s dynamic workplaces, where innovation thrives on collaboration and diverse perspectives, empathy and inclusiveness are no longer optional. For Pitney Bowes, these values are central to leadership expectations. “Leaders set the tone for organisational culture,” says Renu Shekhawat, Director and Head of Human Resources, APAC. “Their ability to demonstrate understanding, fairness, and respect directly impacts team morale, innovation, and performance.”

From aspirational to actionable: The Leadership Mandate

Pitney Bowes has taken deliberate steps to embed empathy and inclusion into the DNA of its leadership development framework. According to Shekhawat, it starts with aligning leadership behavior with business outcomes and values.

“We focus on behaviors that align with our global vision,” she says. “That includes understanding client perspectives, empowering teams, fostering inclusive communication, and adapting leadership styles to diverse cultural contexts.”

This approach is operationalised through four key leadership practices:

Client-Centric Leadership: Leaders are trained to listen and build solutions based on client needs. “This fosters empathy both externally with clients and internally within teams,” she notes. Leaders are expected to model attentiveness, consideration, and openness to individual viewpoints.

Empowering Ownership: Leaders are encouraged to create environments of trust, where team members feel safe and respected. “By empowering employees to own their work and decisions, we promote a culture of mutual respect and accountability,” says Shekhawat.

Inclusive Communication: Transparent communication is a cornerstone of Pitney Bowes’ leadership ethos. “Leaders are guided to seek input from across the board and ensure every voice is heard—particularly in cross-functional and multicultural settings,” mentions Shekhawat.

Adapting Across Cultures: With teams operating globally, cultural adaptability is critical. “Our leaders are expected to adapt their styles to meet the individual and cultural needs of their teams. That’s how inclusiveness becomes a lived experience.”

Navigating DEI Across Borders: A Balancing Act

Driving diversity, equity, and inclusion (DEI) across multiple countries comes with unique challenges. “Different regions bring distinct societal norms and levels of awareness around inclusion,” explains Shekhawat. “Balancing global DEI goals with local sensitivities requires a nuanced approach.”

Pitney Bowes tackles this complexity by tailoring its global vision to local contexts. Their global fluency training programs are a key enabler, helping employees communicate effectively across cultures and collaborate seamlessly across time zones. Meanwhile, leadership development and mentorship initiatives are adapted to reflect regional realities.

“We focus on fostering a culture of learning and adaptability,” Shekhawat says. “This empowers teams to embrace diverse perspectives while staying aligned with our core DEI principles.”

This balance—between respecting cultural nuance and reinforcing shared values—is what enables Pitney Bowes to operationalize DEI effectively across regions.

Turning Data into Accountability

Empathy and inclusion might seem intangible, but at Pitney Bowes, they’re backed by data. “Tracking DEI metrics is no longer just about compliance—it’s about creating measurable impact,” Shekhawat explains. “We align our diversity efforts with business outcomes to build stronger, more collaborative teams.”

To measure impact, the company rigorously evaluates the success of its leadership development and mentorship programs. These initiatives are assessed for their role in nurturing diverse talent pipelines and building inclusive environments. Global fluency programs are also measured for their effectiveness in enhancing cross-border collaboration and responsiveness to client needs.

“Data-driven insights help us hold ourselves accountable,” says Shekhawat. “By integrating DEI metrics into our strategic goals, we ensure that diversity and inclusion are not just values, but actionable priorities that drive our success.”

The Leadership Imperative

As workplaces grow more diverse and interconnected, the role of leaders is evolving. At Pitney Bowes, leadership is no longer just about managing performance—it’s about modeling inclusive behavior, building trust, and driving meaningful collaboration.

“Our leaders are not just expected to deliver results—they’re expected to lead with empathy and inclusiveness,” Shekhawat concludes. “These are not soft skills; they are core capabilities that fuel innovation and long-term success.”