Changing Work Values

A few years back, a colleague asked me whether I would tone down my critiques of workplace diversity, equity, and inclusion so as to not encourage anti-DEI activists. I responded with a firm but gentle, "no." There's good intention behind these calls for unity. In the face of widespread attacks against not only DEI but civil rights, free speech, and public institutions more broadly, we all desperately want strength in numbers. We want a strong pro-DEI "us" to fight the anti-DEI "them." Except, that's not quite an accurate representation of how people feel about DEI. A 2024 JUST Capital survey found that out of 17 workplace concerns, "an inclusive workplace" ranked at 12th, far behind fair wages, ethical behavior, transparent communication, and work-life balance. A 2024 Gallup survey on what workers want out of a workplace found that high-quality health benefits, workplace culture, and flexible work arrangements were people's highest priorities. "A company that promotes DEI" ranked dead last, in 9th place. I'll be the first person to say that all of these priorities are outcomes of diversity, equity, and inclusion work...when it's done right. Is it done right in your workplace? Do most workplaces with a DEI committee pay workers fairly? Do most workplaces with cultural heritage celebrations act ethically? Do most workplaces with unconscious bias training communicate fairly, offer inclusive benefits, have a respectful workplace culture, and offer flexible work? No? Then we have a ways to go before we can insist on closing ranks and preaching about the unambiguous value of status quo DEI. What a huge proportion of workers (and ironically some proportion of right-wing extremists) realize is that most workplace DEI efforts don't actually benefit workers. In most workplaces, they signal support through empty commitment, deputize already under-appreciated women and people of color to do free labor, and sustain employee engagement through entertainment promising change that never happens. Workers might strongly believe in the core ideas of diversity, equity, and inclusion—but they owe no allegiance to "DEI" as their workplace carries it out. They couldn't care less that their workplace's DEI practitioner can deliver a rousing speech on the value of equity...if they're still getting underpaid, laid off, passed over for promotion, and discriminated against. Unless practitioners of diversity, equity, and inclusion and leaders who work with them can bridge that gap with real impact, unless we can deliver practical benefit beyond moral righteousness, we will keep losing this battle. Critiquing the status quo is the bare minimum we ought to do if we want to win. Clearly articulating a vision for a better future, pointing out what's not working in the present (even if it's our own efforts!) and delivering real value despite the headwinds is our best path forward.

While many headlines may spotlight backlash against DEI, the real story might surprise you... In the last year DEI efforts in the U.S. have faced considerable resistance. Yet during LIVE with Magda Witkiewicz-Gavenda, I also shared the findings from the "Littler 2024 C-Suite Survey Report" that brings a different perspective. Here are some key points of the report: ✅ Growth of DEI efforts despite backlash: 57% of executives have increased their organizations’ DEI efforts since 2022. This growth in DEI initiatives comes despite heightened social and political backlash, underscoring that many companies are committed to advancing DEI regardless of external challenges. ✅ Minimal impact of Supreme Court rulings: 91% of executives reported that recent U.S. Supreme Court rulings on affirmative action have not decreased their organizations' focus on DEI initiatives. This suggests that, despite potential legal obstacles, companies are largely undeterred and maintain DEI as a priority. ✅ Strong focus on DEI in large organizations: 64% of organizations with more than 1,000 employees have reported an increase in DEI activities over the past year. This suggests that larger organizations, equipped with greater resources and more diverse workforces, are leading the way in prioritizing DEI efforts. Despite the intense media focus on backlash against DEI initiatives in the U.S., the "Littler 2024 C-Suite Survey Report" reveals a different reality: most executives are not scaling back their efforts. 💬💬💬 What are your thoughts on backlash against DEI, given also the strong resilience shown by companies in continuing these efforts?

"We’re rolling back DEI." "We’re pausing our commitments." "We need to be ‘less political’ and more ‘business-focused.’" "We will sunset our workforce and business aspirational diversity goals..." If you work in this space, you’ve probably heard these phrases (or worse) more times than you can count over the last year (it HAS been a year since January right?). The pressure is real. The exhaustion is real. The frustration is real. But here’s the thing. You can stop saying “DEI.” You can cut the budgets, disband the task forces, and strip the language from the company website. But that won't erase the fact that workplaces still need to be places where people can thrive. So if you’re done talking about DEI, fine. Let’s talk about: 1️⃣ Talent retention – because you can’t afford to lose your best people. 2️⃣ Reputation management – because a toxic culture will cost you more than a consultant ever could. 3️⃣ Innovation & growth – because diverse teams solve problems faster, make better decisions, and drive higher revenue. 4️⃣ Risk mitigation – because failing to create a fair and equitable workplace will cost you in legal fees, turnover, and credibility. If people want to stop DEI, I’ll stop saying it. But I’ll keep talking about performance, risk, engagement, and growth. Because this work was never just about ticking a box - it’s about how businesses survive and succeed. So if you think this conversation is going away, think again. #TalentRetention #Leadership #BusinessGrowth #WorkplaceCulture #RiskManagement #FutureOfWork

DEI Rollbacks: A Step Backward—But We Can Keep Moving Forward Toni Morrison once said, “The very serious function of racism is distraction. It keeps you from doing your work. It keeps you explaining over and over and over again, your reason for being.” That is exactly what is happening with the current administration’s attacks on DEI programs. They’ve co-opted the language of equity to claim “reverse racism,” falsely asserting that they are “ending illegal discrimination” and “restoring merit-based opportunity.” But the underlying message is clear: a manufactured narrative that suggests DEI programs take opportunities away from deserving individuals, implying that those who don’t fit the dominant identity are somehow unqualified. Let’s be clear—DEI is not about excluding talent. It is about expanding access. These programs create pathways for historically excluded communities—including women, veterans, and individuals with disabilities—who possess the skills, qualifications, and, in many cases, are overqualified but would have otherwise been overlooked due to systemic barriers. As a Non Profit Executive, I’ve led  successful strategies that fostered equitable pathways and true inclusion. And if organizations want to thrive, we don’t need less of these strategies—we need more. The facts don’t lie: Studies consistently show that diverse teams drive more innovation, make better decisions, and yield higher profits. Yet, despite this evidence, we are witnessing a rollback of DEI efforts across industries. So what can we do? Even in the face of these rollbacks, organizations can continue advancing equity in meaningful ways: ✅ Embed DEI into core business strategy. Move beyond performative gestures—ensure inclusion is a fundamental part of how decisions are made and who gets a seat at the table. ✅ Reframe DEI as a driver of innovation. Position diversity, equity, and inclusion as competitive advantages, emphasizing their proven impact on creativity, problem-solving, and business success. ✅ Prioritize inclusive hiring practices. Implement skills-based hiring, equitable advancement opportunities, and mentorship programs to cultivate diverse leadership pipelines. ✅ Leverage Employee Resource Groups (ERGs). Support and fund ERGs to empower employees, foster belonging, and create spaces for underrepresented voices. ✅ Hold leadership accountable. Ensure executives and decision-makers are actively championing equity efforts, not just delegating them. DEI is not about checking boxes—it’s about unlocking potential. Despite the distractions and political rhetoric, we must remain committed to building workplaces where talent thrives, opportunity expands, and inclusion fuels innovation. How is your organization maintaining its commitment to DEI in these times? Let’s keep this conversation going. 👇🏾 #DEI #Equity #Leadership #Inclusion #Innovation

Rethinking Life goals: Do you see a silver lining of COVID 19?  In a poll that I ran last week, “78% said that COVID 19 nudged them to re-evaluate their life goals”   Engulfed by the news of death of friends, colleagues and at times family members, the pandemic forced us to confront our mortality. Living in isolation, cut-off from all that was familiar, it shook us from the complacency of living hurried mindless life and look beyond the routine goals like career, money, material possessions etc.   Here’s how it changed my life goals: 1.    Prioritizing health: I dabbled in meditation and occasionally exercised. But I never reaped the benefits. Now, meditation is a daily ritual and I exercise 5 days a week. The results are obvious, I sleep like a baby without aid (read sleeping pills, which I had taken on and off for 7+ years...)   2.    Pursue creative work: I found solace in haiku poetry, a Japanese art form known for its brevity and depth. In moments of distress, it allowed me to space to express. I have continued to write since then…   How have you evaluated your life goals? Which life goals are your pursuing? -      Health and wellness -      Personal growth and fulfilment -      Travel and exploration -      Nurturing relationships with family and friends -      Contribute to society, the underprivileged -      Financial stability -      Meaningful experience over material possessions - Others? Please write in comments. Would love to hear what life goals you are working towards. #personalgrowth #LIPostingChallengeIndia #reflection

Recently, I've been reflecting on the troubling trend of companies removing 'equity' from their DEI initiatives, a move now endorsed by the SHRM. This shift is particularly harmful to the disability community. Equity ensures that everyone has what they need to succeed. For disabled employees, this might mean accessible workplaces, assistive technology, or flexible work arrangements. SHRM's decision to drop 'equity' from its strategy undermines these critical supports. The Wall Street Journal's Ray Smith reports the organization is "moving away from equity language to ensure no group of workers appears to get preferential treatment." However, this perspective ignores the unique barriers faced by the disability community and other marginalized groups. Removing equity from DEI efforts sends a concerning message: that the specific needs of marginalized groups are less important. This is not just a theoretical issue; it's a tangible setback. A recent piece by Bloomberg's Khorri A. Atkinson explored the impact on colleges and universities that have already begun eliminating hundreds of DEI-related jobs, impacting support for historically marginalized students. In the workplace, this trend could mean fewer accommodations and less understanding of the unique challenges faced by disabled employees. Moving through the world with various disabilities, I’ve experienced firsthand the difference that equitable policies make. Equity isn't about giving some people an unfair advantage; it's about leveling the playing field. Without it, disabled employees like myself are left at a significant disadvantage. We need to recognize that inclusion without equity is incomplete. Equity should be uncontroversial. It just means equality of opportunity. “Who are the people that find 'equity' confusing?" Deb Muller, the CEO of HR Acuity, told Axios’s Emily Peck. This is why the removal of 'equity' is so alarming—it risks undoing years of progress and harms those who rely on these measures the most. I urge my fellow advocates and allies to speak out against this shift. It's crucial that we maintain a holistic approach to DEI that includes equity. We need to push for policies that recognize and address the diverse needs of all employees. What are your thoughts on SHRM's decision to drop 'equity' from their DEI strategy? How do you think this will impact the disability community and other marginalized groups? #DisabilityAdvocacy #InclusionMatters #EquityInDEI #DEI #Accessibility #DiversityAndInclusion #EquityForAll #DisabilityRights #DisabilityPrideMonth #InclusiveWorkplaces #Advocacy

Leading Strategy and Succession — at the Same Time As a Board Chair, NED, and strategy consultant to People Businesses, I’m increasingly asked to steward strategy development and leadership transitions simultaneously. This dual agenda is now the norm in professional services and partnership-led firms. When done right, it’s not just a moment of transition—but a real opportunity for transformation. Here are a few pearls of wisdom I’ve gathered: 🔹 1. Clarify the Strategic Mandate Without a compelling “why,” people won’t follow. Anchor both strategy and succession in real business needs—client shifts, growth ambitions, generational change. Treat them as two sides of the same coin. 🔹 2. Stabilise and Align the Leadership Transitions breed uncertainty. Be clear on transition timelines, interim roles and decision rights. Stability and alignment are critical early steps. 🔹 3. Co-Create the Strategy In professional services, strategy can’t be imposed. Involve partners, future leaders—and yes clients! The process should build momentum and insight. And bring the outside in. 🔹 4. Sequence Succession Thoughtfully Be deliberate with timing - Stagger leadership exits and entries. Match timing to key stages of strategic planning. Continuity and renewal both matter. 🔹 5. Empower Strategic Champions Strategy needs to keep moving. Identify trusted leaders across the business to drive specific workstreams—they’ll become your accelerators. 🔹 6. Communicate with Honesty and Consistency Silence breeds anxiety. Share regular updates, honour contributions, and introduce new leaders with intent and clarity. 🔹 7. Anchor in Culture and Values Transitions and strategy shifts touch the soul of a firm. Stay true to your values—and be intentional about how they (and mindsets and behaviours) need to evolve with your strategy. 🔹 8. Create Early Wins Demonstrate the new direction through quick, tangible outcomes. They build belief, credibility and momentum. 🔹 9. Invest in Future Leaders Use this moment to stretch and elevate the next tier. Give them real roles in strategy and change—they are your future stewards. 🔹 10. Manage Energy and Focus This work is intellectually and emotionally demanding. Be conscious of where you put your energy. Support your teams to stay resilient and focused. Leading strategy and succession at the same time isn’t easy—but it can be transformative. When approached with clarity, inclusion, and courage, it creates lasting impact. What have you found helps steer through these moments? #Leadership #Strategy #ProfessionalServices #SuccessionPlanning #PeopleBusiness #BoardLeadership #FutureOfWork

From Power to Influence – The Leadership Shift Needed to leverage Gen Z During one of my recent leadership assessment project for EPC company, many leaders shared concerns about working with Gen Z—citing disengaged teams, high attrition, and declining performance. They were eager to hear my perspective, which I summed up in one line: 👉 "Shifting from positional power-based leadership to influential leadership." Positional power-based leadership is deeply ingrained in organizational culture, shaping leaders unconsciously during their formative years. Over time, it becomes second nature, traveling with them across roles and organizations. However, when these leaders find themselves managing Gen Z—whether in a new company or as their current organization evolves—misalignment arises, leading to friction. To illustrate, I shared some common behavioral patterns and mindsets associated with this leadership approach with the group. Here are a few examples: 1. The Power of "Presence" vs. Performance:  Traditional leadership is deeply rooted in positional power. Many leaders struggle to accept Gen Z’s approach to work-life balance, mistaking it for a lack of commitment. In their experience, leaving the office before the boss was unthinkable—slogging late was a badge of honor. Meanwhile, Gen Z, equipped with technology, often completes tasks after hours at their convenience. Unfortunately, many managers fail to acknowledge this shift or even discuss it with their teams.  2. Respect vs. Rituals: Traditional leaders expect visible deference—formal greetings, silent corridors, and a team that disperses at the sight of the boss. Gen Z, however, values respect in actions, not rituals. Their casual approach is often misinterpreted as indiscipline.  3. The "Iron Face" Leadership: Many leaders believe authority means maintaining a stern, expressionless demeanor—what Gen Z jokingly calls the "lost-money face." But today’s workforce thrives on engagement, collaboration, and even celebrating small wins. A simple smile or genuine participation in team moments can go a long way. The real challenge isn’t Gen Z—it’s leadership’s resistance to change. Instead of blaming the new generation, leaders must evolve. The shift from positional power to influential leadership isn’t optional—it’s essential. That said, experience still matters. Gen Z brings fresh energy, innovation, and adaptability, but lacks the depth of experience that seasoned leaders have built over time. The key isn’t to dismiss or resist them—it’s to bridge the gap. By fostering mentorship, open dialogue, and adaptability, we can accelerate their learning curve while evolving our leadership approach. 💡 What’s your take? How have you navigated this leadership transition? #Leadership #GenZ #InfluenceOverAuthority #WorkplaceEvolution

The Astonishing Collapse of DEI - Even before the Trump administration banned anything that even looked like a DEI practice from the Federal Government, employers were stepping back from their practices. Now it is a mad rush for the exits as one company after another announces they are pulling back. The speed of this change is astonishing, from being a central practice about which companies bragged, supportive associations were created, and money was spent to now literally being scrubbed from all their documents. An entire subfield within HR is disappearing before our eyes. It is hard to think of a parallel of such a fast change in policy. Why? One explanation is that support for it was never as deep as it appeared to be.  Corporations in particular have short attention spans and lots of distractions. They also have little appetite for controversy, being in front of public opinion, or being out of step with their peers. A Pew Research Poll before the 2024 presidential election showed a 31% increase from 2023 in the percentage of workers who thought that DEI is a bad thing, a remarkable change.  It fell, corporate policies tip-toed back, others noticed, and they all collapsed. A related factor, which might explain the change in public opinion, is that DEI expanded beyond where the support was, at least from corporate leaders. Others have argued that support was there for increasing diversity especially in leadership positions, but “equity” suggested to conservatives that the goal was to equalize outcomes regardless of merit, and "inclusion" brought in groups that had less political support and social critics. Professor Frank Dobbin’s important and under-appreciated work a decade ago also showed that diversity training programs were backfiring by trying to make white men in particular recognize their biases. The view that DEI programs were trying to change how people think and not just change employer practices was widespread and unpopular. Relentless attacks from then candidate Trump made all these issues salient to business leaders and made DEI seem like a Democratic platform issue rather than a business or societal concern. Business leaders still remain on average more conservative and Republican than the population as a whole. Once the Trump Administration threatened not just legal action but public attention against DEI supporters, the fall was complete. What do you think? from my HRExecutive column out today. https://lnkd.in/ezHmrdeg. In short, my hypothesis as to why DEI collapsed so quickly is that support from business leaders, who tend to be more conservative politically than the population as a whole, was there initially for the “diversity” part of DEI as it affected women and African Americans. But attention is hard to sustain. Companies are not willing to pay a price for that in terms of legal risk, which is what is happening this month.