Lucky Strike - "It's toasted."

It's Not Just DEI. It's Empowerment. -Caitlin Carroll

As I search for my next marketing role, I've found myself returning to a comfort show for inspiration: Mad Men. This series, which ignited my passion for marketing and advertising, became a guiding light during a pivotal time in my life. I first watched the entire first season while completing my graduate studies at the University of Nottingham, where I earned a Master's degree with Merit and Distinction. Although I initially pursued an academic path intertwined with religious institutions, my heart wasn't in it. Between writing my dissertation, leading youth groups, leading a children focused nonprofit, and struggling to pay my bills, Mad Men opened my eyes to a different future—one where I could tell stories that connect emotionally and drive people to action.

I devoured Season 1, taking notes, jotting down pitch ideas, and embracing the lessons on crafting messages that resonate. With my Marketing 101 notebook in hand, I landed my first entry-level job at a tire shop in Ann Arbor and later at H&M, applying what I’d absorbed from Don Draper and his advertising view.

Now, as I navigate yet another career switch, I find myself revisiting Mad Men not just for nostalgia, but for a fresh perspective on what DEI marketing and communications need to survive—and thrive.

Let’s start at the beginning: Mad Men, Season 1, Episode 1 — Smoke Gets In Your Eyes. Don Draper is stumped. New legislation bans cigarette companies from making health claims, a blow to the industry’s usual tactics. The Sterling Cooper team is floundering, especially Pete, who tries to pitch a dismal idea: "People have a death wish, so die with Lucky Strike." It's a message steeped in fear, and it’s a non-starter. Just when the Lucky Strike team is ready to leave, Don has his lightbulb moment.

He shifts the conversation with a simple, powerful question: "How do you make your cigarettes?" Lee Garner Sr. responds, listing every step from planting to toasting. Don seizes the moment and writes on the board: "Lucky Strike. It's Toasted." When the Garner Jr. protests, “But everyone’s tobacco is toasted,” Don counters with unshakable confidence: “No, everyone else’s tobacco is poisonous. Lucky Strike’s is toasted.”

It’s a masterstroke. Don didn’t focus on what the product isn’t; he zeroed in on what makes it different. And that’s the lesson DEI initiatives desperately need to learn right now.

Today, countless organizations are holding internal meetings to figure out how to restructure or even dismantle their DEI programs. As a result, thousands of DEI professionals, like me, are searching for our next opportunities. The dark humour of it, is the same message that began in fear has DEI employees living in it. It begs the question: How did we get here?

It’s simple: DEI leaders and offices have been communicating from a place of fear, like Pete Campbell, rather than from a place of narrative and vision, like Don Draper. When the pandemic thrust social justice issues into the spotlight, organizations felt compelled to respond. Their dispersed, diverse, and anxious workforce demanded it. But too often, the response was reactive, fearful, and disconnected from the very people it aimed to support.

Early on, a pivotal McKinsey article, “Diversity Still Matters,” set a grim tone. It started with: “Inclusion and diversity are at risk in the crisis—but are critical for business recovery, resilience, and reimagination.” Right away, the message was clear: DEI was framed as a risk to be managed, a crisis to be mitigated. From an executive’s perspective, this meant avoiding pitfalls rather than embracing possibilities.

Over the past few years, the focus has been on mitigating risks rather than amplifying the voices of Black, LGBTQ+, and disabled leaders. We’ve seen white C-suite executives proclaim commitments to learning, belonging, and reviewing policies. They’ve taken trainings and made statements, but these are just words. The reality is that the challenges faced by marginalized communities didn’t begin in 2020, nor did they end with public declarations of solidarity.

The crux of the problem is this: DEI communications have been drenched in fear. It’s a tone that whispers, “We know things are bleak, but we’ll do bleak with a smile,” instead of boldly declaring, “These are challenging times, but here’s what sets us apart.” In 2024, we’re seeing backlash as companies rebrand DEI departments, lay off workers, and walk back commitments. The message remains: Diversity is costly, risky, and burdensome.

But let’s take a cue from Don Draper. Every company, like every cigarette brand in the ‘60s, faces the same regulatory and cultural challenges. The real question is: What makes your company different? If every organization says they care about diversity, then caring isn’t enough. If every company offers pronoun awareness and employee resource groups, then those aren’t differentiators—they’re the baseline.

As a transgender lesbian woman, I’ve seen every inclusive statement out there. I’ve heard companies claim they’re listening, learning, and striving to be better. But what I’m really interested in is this: How are you different? How many trans people are on your board? How are you supporting trans employees when their healthcare is threatened? Show me what sets you apart.

In Mad Men, Don didn’t just settle for “toasted.” He turned a commonality into a compelling difference. And that’s the shift DEI needs today. Diversity isn’t a crisis—it’s a catalyst. It’s not about ticking boxes or saying the right things; it’s about harnessing the unique strengths of diverse voices to drive your business forward.

So here’s my pitch: Let’s stop talking about DEI as a response to fear. Let’s start telling the stories that make us different, that make us thrive. I want to see companies championing their Black, trans, and women leaders—not as tokens, but as trailblazers. Let’s make DEI not just about compliance, but about innovation and empowerment.

Don Draper’s challenge was clear: If everyone’s product is the same, what makes yours stand out? For DEI, the challenge is the same. Fearful organizations don’t inspire inclusion—they retreat from it. But the companies that step forward with a bold, clear vision? Those are the ones that don’t just survive—they lead.

Diversity isn’t death. It’s empowerment. It’s the future. And it’s time we all started acting like it.