Navigating DEI Challenges in Non-Inclusive Workplaces

If #diversity, #equity, and #inclusion practitioners want to get ahead of anti-DEI backlash, we have to address an elephant in the room: no two people in the same workplace perceive their workplace the same way. I see this every time I work with client organizations. When asked to describe their own experience with the workplace and its DEI strengths and challenges, I hear things like: 😊 "I've never experienced any discrimination or mistreatment; our leaders' commitment is strong." 🤨 "I had a good time in one department, but after transferring departments I started experiencing explicit ableist comments under my new manager." 🙁 "I've never had anything egregious happen, but I've always felt less respected by my team members because of my race." Who's right? Turns out, all of them. It starts to get messy because everyone inevitably generalizes their own personal experiences into their perception of the workplace as a whole; three people might accordingly describe their workplace as a "meritocracy without discrimination," an "inconsistently inclusive workplace dependent on manager," or "a subtly racist environment." And when people are confronted with other experiences of the workplace that DIFFER from their own, they often take it personally. I've seen leaders bristle at the implication that their own experience was "wrong," or get defensive in expectation they will be accused of lacking awareness. It's exactly this defensiveness that lays the foundation for misunderstanding, polarization, and yes—anti-DEI misinformation—to spread in an organization. How do we mitigate it? In my own work, I've found that these simple steps go a long way. 1. Validate everyone's experience. Saying outright that everyone's personal experience is "correct" for themselves might seem too obvious, but it plays a powerful role in helping everyone feel respected and taken seriously. Reality is not a question of "who is right"—it's the messy summation of everyone's lived experience, good or bad. 2. Use data to create a shared baseline. Gathering data by organizational and social demographics allows us to make statements like, "the average perception of team respect is 70% in Engineering, but only 30% in Sales," or "perception of fair decision making processes is 90% for white men, but only 40% for Black women." This establishes a shared reality, a baseline for any effective DEI work. 3. Make it clear that problem-solving involves—and requires—everyone. The goal of DEI work is to achieve positive outcomes for everyone. Those with already positive experiences? Their insights help us know what we're aiming for. Those with the most negative? Their insights help us learn what's broken. The more we communicate that collective effort benefits the collective, rather than shaming or dismissing those at the margins, the more we can unite people around DEI and beat the backlash.

This is one I've been reflecting on for quite some time: my fellow #diversity and #inclusion practitioners are burning out. 🤯😩😵💫🔥 Some reasons behind that are quite obvious: many of us have been put in our roles with little-to-none preparation or onboarding, by business leaders with too much of a sense of urgency given the pressure on organisations to respond to the unprecedented social unrest right after George Floyd was murdered in 2020. Given the lack of planning, many took over roles with loose job descriptions, slim budgets and indifferent peers. No wonder the formula didn't work. There's more to that, though. As this Harvard Business Review article highlights, this job demands constant emotional labour and surface acting (when people try to fabricate positive emotions when they do not genuinely feel positively and suppress negative emotions when they feel them) – particularly for professionals of colour. As a result, frustration and exhaustion mount. Here's what any wise business leader can do to actually set their DEI leaders up for success: rethink how your DEI programmes are designed. When programmes take what’s known as a "discrimination-and-fairness" paradigm approach, DEI leaders experience more burnout because the organisation’s focus assumes employee differences are sources of problems that must be managed. Alternatively, when organisations take a "learning-and-effectiveness" approach, which values employees for who they are, #burnout is less frequent. How does one do that, though? 1️⃣ Conduct regular DEI climate assessments: rely on surveys to get insights, so you can count on effective benchmarks to assess future progress (other than over-relying on subjective notions of success on the role); 2️⃣ Assess and improve HR policies to ensure equity: there's only so much a DEI leader can do if our HR policies are stuck in the last century – we gotta ensure whenever inequities emerges there's a plan to redress them; 3️⃣ Top management must demonstrate consistent, enthusiastic DEI support: racism, sexism, ageism and all the other - isms were not invented by a single person, so can't be addressed by a DEI leader alone. It takes a village and here it's critical that the C-suite not only leads by example, but also ensures there's clarity that complacency or indifference to DEI have no place in the organisation; 4️⃣ Institutionalise DEI roles with the power and resources to effect change: give us the money and access to the resources needed to have the impact that's envisioned. We gotta have a seat at the table if we want to really walk our talk; 5️⃣ Provide resources for social support when emotional regulation is necessary: this job is tough! Ensure DEI leaders have access to peer networks, external coaches and/or industry mentors. We gotta help each other here. What other tips would you add to this list, based on your experience?

Inclusive leadership: are your managers falling behind? Imagine this: A manager in your organization organizes a team meeting. Around the table (a virtual one too) are team members with different perspectives, experiences and needs. Does the manager: ✅ Create space for every voice? ✅ Catch their own biases before they influence decisions? ✅ Show genuine curiosity about ideas they don’t yet understand? … Or does the pressure of their workload or uncertainty about how to lead inclusive meetings keep them stuck in "business as usual"? Juggling tight deadlines, team dynamics and strategic goals—all while navigating the emphasis on DEI -  it’s no wonder many managers sometimes feel overwhelmed, even as they genuinely want to do better. Inclusivity doesn’t happen by chance—it happens by choice. And your managers need the right tools, support and mindset to make that choice. So, how can you support them? Here are some strategies to help managers foster inclusivity: 1️⃣ Training and education: Provide DEI training for all managers, but not just those that "increase awareness and understanding". Choose ones that teach concrete tools, techniques and ways for behavioural change. 2️⃣ Tools: Equip managers in a couple of tools that will help them to create an environment where team members feel safe to speak up and share ideas. 3️⃣ Clear policies and procedures: Ensure that managers are trained in unbiased hiring, promotion and performance evaluation processes. 4️⃣ Inclusive team norms and open communication Encourage managers to establish inclusive team norms and regular one of ones to actively listen to their team members and consider diverse perspectives. 5️⃣ Regular check-ins: Schedule regular check-ins with managers to discuss their inclusion efforts, address concerns and provide ongoing support and resources. Here’s an idea for January: think of one specific thing you can do this month to empower your managers to lead more inclusively. What does ‘choosing inclusivity’ look like for you?

In the wake of the recent executive orders targeting DEIA initiatives within federal organizations and beyond, it’s clear that the current administration is setting the stage for broader attacks on inclusion efforts. From the establishment of a “hotline” for reporting DEI language to the appointment of DEI critics to key leadership roles, these actions are not just a government matter—they are a signal of what’s to come for private businesses. As I’ve said before, it’s going to get worse before it gets better. However, instead of retreating, we must act now. The playbook being deployed isn’t new, and it’s more important than ever to double down on creating cultures of belonging and environments where all voices are valued and heard. Here are six actionable steps leaders can take to safeguard and strengthen their commitment to building inclusive workplaces: 1. Embed DEI Into Core Business Strategy Treat DEI as integral to your business strategy, not a separate initiative. Align DEI initiatives with organizational objectives, and tie them to measurable outcomes like employee retention, innovation, and customer satisfaction. Pro Tip - Ensure Merit, Excellence & Intelligence (MEI) is highlighted. 2. Invest in Psychological Safety Ensure your workplace fosters open communication where employees feel safe to express themselves without fear of retaliation. This foundation of trust enables innovation and builds stronger, more cohesive teams. 3. Be Transparent and Data-Driven Use metrics to assess the current state of your culture and workforce. Share findings transparently with employees and leadership. Pairing data with storytelling humanizes the numbers and helps make the business case for DEI. 4. Strengthen Leadership Equip leaders with the cultural competency and tools they need to champion inclusion authentically. Empower them to drive change at every level of the organization, making them visible advocates for a culture of belonging. 5. Collaborate Across Sectors Join forces with advocacy groups, industry leaders, and community organizations to share resources, amplify impact, and stand united in advancing inclusion. This collective approach can strengthen resilience against external pressures. 6. Listen, Learn, and Adapt Create regular opportunities to listen to employees and communities impacted by your decisions. Use their feedback to refine and adapt your DEI strategies to remain relevant and effective. While the current climate might be challenging, this is also an opportunity to reaffirm your commitment to creating workplaces where everyone feels valued and supported. Proactive leadership in the face of adversity not only protects your organization but also positions it for success as workforce and market demographics continue to evolve. Rise to meet the challenge, stay the course, and collaborate to create a workplace where belonging thrives. Together, we can ensure our workplaces are resilient and inclusive moving forward.

When corporations like Target Walmart Amazon and Meta decide to roll back their #DEI initiatives, it sends shockwaves—not just through their organizations but through every professional space where equity has been hard-fought. For DEI practitioners, and anyone championing change, this isn’t just a business decision—it’s a call to action. Dr. Kimberle Crenshaw’s work on #intersectionality has taught us how systems of power intersect to marginalize certain groups. These rollbacks are a stark reminder of how fragile progress can be when profit and politics collide. But here’s the truth: even when systems shift, we hold the power to influence from within. This is where the role of the in-house influencer becomes critical. What Is an In-House Influencer? An in-house influencer is more than just an employee—they’re a changemaker. It’s the person who raises the tough questions, advocates for systemic equity, and pushes for accountability, even when the organization tries to retreat from its commitments. If you’re leading DEI efforts—or simply care about fostering inclusion—you are an in-house influencer. Here’s How to Show Up as an In-House Influencer: 1️⃣ Advocate for Intersectionality DEI isn’t just about diversity statistics—it’s about addressing the overlapping systems of inequality that impact marginalized groups. Use your voice to remind your organization that equity isn’t just for some of us—it’s for all of us. 👉 Action: When faced with rollbacks, ask: “How will this decision impact employees from intersecting marginalized identities?” Document the gaps and amplify the need for solutions. 2️⃣ Lead with the Question Trap Navigating a company pulling back from DEI? Use intentional questions to spotlight priorities and identify allies. For example: • “What is our strategy to ensure equity and belonging in the absence of formal DEI programs?” • “How are we addressing the morale of employees who feel left behind by these changes?” 3️⃣ Position Yourself as the Trusted Voice When companies shift, employees often feel disillusioned or directionless. This is where your influence matters most. Be the person who says, “We may not have the same resources, but here’s how we can keep making progress.” 👉 Action: Create informal networks, mentoring programs, or resource-sharing spaces to keep the momentum alive—even if the official structures are gone. 4️⃣ Consider Your Own Path When companies signal that equity isn’t a priority, it’s also an opportunity to evaluate your alignment with their values. As Kimberlé Crenshaw reminds us, we must constantly navigate systems to reclaim power. Sometimes, that power comes from knowing when to stay and fight—and when to build something new. 👉 Action: “Am I working in a space that aligns with my values?” If the answer is no, begin preparing for a pivot. Here’s the reality: the rollback of DEI programs doesn’t erase the need for equity. It simply shifts the responsibility. #alignment #careernomad #rna

DEI leaders are facing more resistance than ever. As we all grapple with the growing uncertainty in our industry, I've spent countless hours researching the right language, fine-tuning Perfeqta’s strategies, and pivoting to help my consultant network stay ahead of the recent rollbacks. I've been in constant conversations with other professionals, putting our heads together to navigate this and continue to support our clients and organizations. I know it’s overwhelming. I’ve felt it too. Here’s where I’ve landed so far: 1. Don’t wait too long to adjust to a changing environment. Evolving is crucial, and the longer you stick to what’s comfortable, the harder it becomes to navigate shifts. 2. Stay informed on legal compliance. Keep your initiatives aligned with evolving policies. Work with legal counsel to assess any necessary adjustments while protecting your core DEI efforts. 3. It’s also Black History Month. I’m reminded that leadership has always required resilience in the face of adversity, but growth doesn’t happen when you’re running on empty. To lead others, you have to first lead yourself. 4. Get crystal clear with executive leadership Ensure that business leaders understand the long-term value of DEI. It's not just about compliance, but about performance, innovation, and engagement. 5. Adapt the language if necessary If “DEI” is facing pushback in your organization, consider reframing the language without diluting the intent. Ensure that the work continues, no matter the term used. 6. Prioritize your well-being. Leading in a polarized environment is exhausting. Set boundaries, build a support network, and take care of your mental and emotional health. This work requires us to sustain ourselves so we can continue leading with impact. Leadership today is about striking the balance between observation and action. The future of DEI may look uncertain, but the need for inclusive, equitable workplaces has not changed.

This may not surprise you: Civil workplace conditions can lead to increased engagement. While incivility often results in team member silence. Yet teams often focus on individuals speaking up rather than designing group norms and behaviors that encourage participation. Why does participation matter? Research shows that teams can achieve better outcomes when they learn from ideas offered by group members with a wide range of experiences and backgrounds. Yet not all team cultures make space for those different ideas. To better understand the role of teams in shaping individuals' experiences, researchers conducted two studies: an online experience and a survey of employees across industries. They looked at people’s reluctance or willingness to speak up, and the conditions of the group (rude vs. respectful). What they discovered is that both men and women withheld contributions more in uncivil groups than civil ones. However, women were more likely to choose silence in the face of incivility. In addition to responding to rudeness, concern for gender backlash had women choose silence more often than men. This does not mean that women will not speak up. The researchers found that in civil groups, women reported speaking up to share their ideas just as much as men. What can teams do? ✅ Focus on team norms that encourage respect. This can include perspective taking. When having a different point of view, instead of criticizing, say, “Yes, and…” instead of “Yes, but….” ✅ Value curiosity. Focus on learning from different perspectives. Notice when you align too quickly on consensus or one person’s view and ask, “What are we missing?” During this time when the words in DEI are under attack, many of us are returning to the “why” we do this work. In many ways, inclusion is about respectful environments that encourage different perspectives to contribute to group outcomes. Reducing incivility not only supports wider contributions from all, but it can disproportionately help those who have faced backlash due to bias. In the end, when individuals contribute, teams win. Research by Kristin Bain, Kathryn Coll, Tamar Kreps, and Elizabeth Tenney and published in Harvard Business Review. #teams #culture #inclusion