Workplaces love a good shortcut. Roles, departments, and reporting lines help to make sense of who does what. But there’s a different kind of shortcut that quietly works against inclusion: stereotypes.
These sticky labels flatten people into one-dimensional characters and distort how we relate at work.
As a coach in organisational culture change, I see the detrimental effects of this all the time. Take Finance. Often dismissed as “bean counters,” their perceived role is reduced to blocking spending and slowing down decisions.
The truth? Many Finance teams are commercially minded business partners - helping organisations see clearly through data, forecast risks, and weigh trade-offs. But the label sticks, discouraging colleagues from involving them early, where they could add real value. Or IT. Still described in some circles as “the geeks in the basement”.
IT teams are stereotyped as introverted problem-solvers who prefer machines to people. Yet their work underpins digital transformation, security, and seamless customer experiences.
The best IT people spend most of their time helping colleagues learn new behaviours, making the best use of the technology available to work smarter.
But when the stereotype prevails, collaboration suffers … and so does innovation.Human Resources often bears the brunt, too. Cast as the “fun police,” they’re seen through the lens of policy enforcement or conflict resolution.
But at its best, HR is about enabling people to thrive - building culture, supporting well-being, and promoting talent development.
When we reduce them to a rulebook, we miss what they’re really there to do.
Stereotypes don’t stop at departments. Generational labels abound: Millennials are entitled, Gen Z lacks resilience, and Gen X is disengaged. These sweeping generalisations inhibit mutual learning and reinforce false divides in teams that need each other’s strengths.
Even leadership isn’t immune. Direct leaders- especially women- can be unfairly called aggressive.
Those who show vulnerability often face a different stereotype: weak or uncertain.
But, in reality, the opposite is true. Vulnerable leaders aren’t less capable; they’re more trustworthy.
They show self-awareness, admit mistakes, and create safety for others to speak up. That kind of openness is the foundation of real connection and powerful influence.
The problem with stereotypes is not only that they’re inaccurate. So, how do we shift? By slowing down and paying closer attention to how we describe teams, talk about roles, and respond to people who don’t fit the mould. Stay open to the idea that people are always more than the role they perform, as Culture Change will reveal.
Chris Harrison leads The Brand Inside www.thebrandinside.com
