Managing Sensitive Topics in Corporate DEI Programs

Even the most basic DEI training sessions can get pushback. A few years back, I was working in a fractional role supporting with some trainings and ongoing Chief People Officer leadership. We did a very basic trans-affirming training for the team and got some pretty spirited feedback claiming we were trying to "indoctrinate" the team and "push a liberal agenda." The screenshot below is how I responded. // I have folks reach out to me sometimes about how to handle backlash, so I wanted to share my approach in case it helps others facing similar issues. 〰 Try not to be reactive or respond from a place of personal offense. Maybe it's just me, but I tend to see red when I get a message like this. I typically step away, take a pause, and then come back and respond. Try to respond with a neutral tone. Even if you disagree with everything shared, if nothing else, validate their right to express their thoughts. 〰 Reinforce the purpose of the training. Focus on the core values behind the training—safety, respect, and inclusion. Explain that the goal is not to promote a political or ideological agenda but to create a workplace where everyone feels safe and valued, regardless of their identity. 〰 Point to data and lived experience: Point out that DEI training is backed by research and the lived experiences of marginalized individuals. It’s about addressing real issues like discrimination and exclusion, which even if they aren't a major issue in your workplace, are present in many workplaces. 〰 Clarify the difference between personal beliefs and workplace conduct. Look, I would love to be in the business of changing harmful beliefs, but that's not a super productive line of work. Make it clear that employees are not being asked to change their personal beliefs but are expected to uphold standards of respectful behavior toward all coworkers, clients, and customers. 〰 Offer ongoing support and resources. Let employees know that DEI is an ongoing journey. Provide additional resources, open up space for further conversations, and make it clear that you are available to answer any specific concerns they may have. This is also a great way to contain future issues and encourage that they come straight to you with concerns. Pushback is a part of DEI work, but it’s an opportunity to educate, engage, and ensure that everyone understands why inclusion really matters.

Today, I stumbled across an interesting data point about DEI that nobody's talking about: White women are the biggest beneficiaries of corporate DEI initiatives. This isn't another hot take on DEI. It's about something more fundamental: How do leaders navigate sensitive topics when data challenges assumptions? I'm seeing this play out in every leadership meeting: - CEOs afraid to share program data - Teams split on interpretation - HR struggling with messaging - Middle managers avoiding discussions - Everyone wondering: "How do we talk about this?" Here's the real challenge hitting every company: - Changes are coming faster than our communication tools - Employees want transparency AND safety - Leaders need to maintain unity despite different views - Every message risks becoming political - But silence kills engagement The question isn't whether DEI data is good or bad. The question is: - How do you share complex insights? - When should employee voices be amplified? - How do you keep teams aligned during shifts? - What's the right balance of open discussion? - How do you maintain productivity through change? I'm seeing successful companies: - Create structured communication channels - Give managers better discussion tools - Balance open dialogue with clear boundaries - Keep business moving despite tensions - Focus on engagement over agreement Because whether it's DEI data or any sensitive topic: Your communication strategy determines if change unites or divides your team. The winners won't be those with the "right" position. They'll be the ones who master difficult conversations while keeping their teams engaged and productive. That's not politics. That's leadership.

Last week I had the pleasure of facilitating an action-oriented conversation hosted by Chief and the inimitable Mary Yukari Hodges, on the challenges of and approaches to maintaining momentum on DEI work during uncertain times. After Patty Nishimura Dingle and Tina Shah Paikeday shared their wisdom and important perspectives, we spent the rest of the evening discussing the types of challenges we are facing and ways we can address them. Here are some of the insights: The biggest challenges folks were experiencing: - Disempowerment & emotional exhaustion: Including fatigue, tokenization, and social backlash. - Lack of representation at decision-making levels: Leadership level is still primarily white and male, and for the 'only's' on the L-Teams, it's a lonely and frustrating experience. - Battling toxic narratives: Folks are still encountering microaggressions in excuses around merit, diverse hires, and 'Not in My Org' attitudes. - Lack of real accountability: Lip service only to DEI from leaders, or programs being stagnant, not moving beyond 'awareness', or not changing anything. - Lack of strategic integration: DEI siloed, not given the resources needed, and not integrated with business goals or outcomes. - And of course continued bias issues across identity biases. Here are six approaches to address these challenges: 1 - Communicate your priorities: Taking a negotiation lens to communicate with leaders will help you get buy-in for key actions. Understand the org’s challenges, and tailor your approach to meet those needs, acknowledging risks and benefits of acting and not acting.   2 - Show and tell: Have data on hand (about gaps and potential solutions) and connect it to the business impact and outcomes. Be able to articulate both the importance and the likely payoff and the why behind the what, in terms decision-makers will understand.  3 - Back to basics: Strategize about what will actually have the most impact. We can't throw spaghetti at the wall given strained resources. What connects to your org values? What do employees need to feel like they can do their best work? 4 - Focus on impact over words: We get hung up on words and acronyms, but to really get our message across, focus on specificity and the actions/outcomes. Getting the work done is more important than what you call it. 5 - Don't forget systems-thinking: We have seen orgs indexing on awareness, which is important, but don’t forget the process and policy actions needed to ensure those learnings are implemented. 6 - Leverage allies/ accomplices: You don’t have to do this by yourself - and your identity or role might make this work harder and your message evaluated differently - find folks who can help bridge gaps, influence others, and take a load off you. I’m sure there are lots of other valuable insights and tips in this community, so feel free to add yours here too. It's key that we keep moving forward and sharing success stories and approaches with each other.