Responding (not reacting) to DEI ‘backlash’ concerns

“DEI Backlash” “Gesture politics” “Anti-woke” “Affirmative Action is illegal” “Culture Wars” “Reverse discrimination” “Identity politics”

Are these terms all too familiar? Lately it seems like there’s no escape from increasing social and ideological polarization. Recent legal and political developments have given many leaders and DEI practitioners cause for concern. There’s no doubt about it, efforts to address DEI at work and in society are under attack:

• ?Organizations attempting to woo or assuage audiences by taking or changing a stand on social issues have had mixed responses (e.g. the Nike experience contrasted with Bud Light or Target)
• Accusations of performative positioning without tangible impact have resulted in consumers, employees and special interest groups on all sides of complex identity- and community-related issues expressing their disappointment vocally, even violently.
• Political debate around the world is pushing against efforts to address social inequities. The idea of being “woke” has been weaponized and politicized (e.g. in Europe, “wokeism” is seen as an American import and a threat to traditional values by some; the phrase “go woke, go broke” has been used to imply – erroneously – that corporations supporting progressive social issues are suffering financially).
• New legislation in some US states and other places around the world is proving contentious and shifting DEI conversations. Policy interpretations are having similar impact; e.g., the US Supreme Court recently banned affirmative action in college admissions and limited LGBTQ+ community protections.
• At a recent event for DEI executives that I attended, 42% of participants cited the political climate as the top threat to DEI efforts within their organizations. Almost a fifth of the attendees mentioned worrying about a lack of diversity in the talent pipeline because of recent affirmative action legislation.

What can you do?

Despite these disruptions, your organization’s purpose, vision and strategy remain relevant. You can gain some perspective by remembering that DEI fits into that bigger picture. Now is the time for measured responses, that are informed by strategy, research and a meaningful vision for DEI, to create the conditions for a more diverse, equitable and inclusive world of work by shaping leadership and culture for good.

Remember that:

• Resistance to (DEI) change is not new.
• Commitment to DEI is not a binary yes/no decision. It’s not about whether or not you support DEI in this atmosphere – but how. Some leaders are worried about pushback while some organizations are doubling down and continuing their investment in DEI.
• Challenges to companies’ positions on DEI are garnering considerable media attention in some markets, but most laws affecting the corporate sector in the space of DEI remain unchanged; some of these challenges are being dismissed as frivolous.
• Effective leadership demands – and drives – DEI. Individual leaders at all levels need support (practical and emotional) in managing the complex and deeply personal issues that identity- and community-related controversies can raise.
• Most organizations today are global, and every region has a different readiness and susceptibility to this perceived backlash. In some cases, markets are keener than ever to advance their DEI efforts.

It is important therefore, to respond, and not react. Knee-jerk, short-term focused decisions will have long-term consequences, so considering the resulting trade-offs is critical. An intentional response should not be driven by fear of litigation. Indeed, careful DEI strategies that incorporate adherence to legal requirements can prevent major discrimination-related complaints and legal claims. Consider this: in a quest to avoid possible negative business impact right now, what are you jeopardizing in the long run? Talent retention, reputation, market share, innovation, sustainability?

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What might you (still) be worried about?

• Business (sales, supply chain, reputation) could be adversely affected.
• Employee safety and well-being may be under threat.
• Market and employer brand could take a hit (e.g., through social media).
• Organizational commitments to DEI may be hampered by legal or political pressures.
• Diverse talent will likely become difficult to hire, engage and retain.

Reframing concerns

A one-size-fits-all approach to DEI does not work. DEI efforts need to be linked to organizational values, strategy and broader business, moral and social imperatives, instead of being one-off performative actions. Initiatives must be aligned with what matters to you, your stakeholders and your organization - whether concerns stem primarily from employee experience, customer relationships, ESG, financial results or social justice and community impact.

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• Taking a seemingly unpopular stand does not make someone (or their organization) wrong. There is a difference between taking a stand that supports organizational values (more sustainable and likely to succeed) and taking a stand to be opportunistic and avail oneself of the zeitgeist (likely to be seen as performative and crumble).
• The apparent polarization may or may not reflect genuine polarization in your community, but may be amplified by external parties with independent agendas. Identifying stakeholders that really matter to the organization and understanding what matters to these stakeholders will provide the anchor needed to stay firm.
• The ‘business case’ for DEI needs to expand. DEI efforts need to integrate with the business strategy but business outcomes should not be the sole driver. Almost half of DEI leaders I’ve spoken to recently have said that DEI is already aligned with (or at least does not conflict with) their organization’s strategic goals and values. Several of them mention the continued need to speak the language of critical stakeholders and ensure that successes and wins are shared to continue gaining buy-in. Expanding the business case to consider broad social impact as well as the daily lived experience of employees can help turn intention to action and action to impact.
• Leadership legacy and organizational sustainability require impact at scale. Moving the conversation from perceived blame on, or threats to, specific individuals or groups (e.g., “racist manager”) to creating equitable systems and inclusive cultures ensures that everyone benefits. DEI leaders are tired and CDO turnover is high. However, most DEI leaders I’ve spoken to recently find this work to be rewarding and critical – and the right leadership and organizational support can be the crucial difference between backing off versus stepping up.
• Like any other business consideration, your DEI strategy is related to your risk readiness. No matter what the starting point is, there are ways to embed DEI considerations into leadership and the employee lifecycle. Remaining grounded/true to personal and organizational values will help your leaders and organizations make that risk assessment. Using data, stories and patterns can show those who have concerns that “diversity has gone too far” that DEI has indeed not gone far enough, and workforces and leadership teams are not diverse enough at all. DEI can - and must - be embedded in all leadership and culture change efforts.
• Organizational leadership requires looking at the system. Respect and empathy remain crucial. Leaders like you, who care about their legacy, will prioritize a human-centered approach versus a media-fueled fury. The human-centered approach also requires a focus on the intersecting systems of bias that limit access and opportunity for many. Shifting the focus beyond identity to ‘positionality’ shows where power sits in the system. Once uncovered, you can explore how your leadership can rebalance that.

Let’s remember:

Unpopular ≠ Wrong

Polarized voices ≠ Representative views

Individuals ≠ Systems and Cultures

Salience ≠ Sufficient progress

Identity ≠ Positionality and Power

Reaction ≠ Response

In a nutshell

Like with every transformation, resistance to diversity, equity and inclusion (DEI) also comes in many forms and at many phases of the journey. Avoidance of this resistance and backlash is not a strategy – it is not even a tactic. DEI is how individuals thrive, teams innovate, organizations excel and societies prosper.