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Despite public backlash and perception, DEI work persists because most teams are global, and firms don’t want to lose out on the international market. Understanding diversity, equity, and inclusion issues is essential for team excellence.

In my interview with Melissa Ng Goldner, the Head of Strategy at Coqual , she leads the organization’s enterprise-wide approach to embedding equity, inclusion, and belonging into systems that drive business outcomes, she cited that 84% of their members are still doing DEI.

Ng Goldner sees organizations shifting their language, realigning DEI to business outcomes, and measuring the impact rather than withdrawing altogether. She recommends leaders think about how to weave DEI into the DNA of your organization, embedding it into the culture, versus making it a standalone entity that is much easier to dismantle.

Language Shifts, Meaning Does Not

Common language shifts Ng Goldner sees are calling renaming DEI activities essential leadership skills, talent strategy, retention, and innovation. DEI was always about skill development to attract and retain the best talent to stay relevant and innovative. This reframe is not diluting the work; it speaks to the impact of the work.

“DEI is not the problem, it just has a branding problem,” Ng Goldner said. These subtle pivots in language bring more allies into the conversation. They speak to the issues that matter to them and incentivize behavior to support them instead of polarizing them.

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Align to Business Outcomes

With more precise language around business outcomes, DEI can further be woven into the DNA of the firm. Common business outcomes that organizations experience with DEI are higher revenues, improved decision-making, and profitability. Yet, the clear connection to DEI is not always clear.

By eliminating bias in your hiring processes, the organization was able to broaden the talent pool for open opportunities and hire more robust talent. What is that worth to the organization? Or, perhaps your team conducted an inclusive leadership program for high-potential employees and was able to promote several into senior leadership roles, saving onboarding time and equipping them with the skills to be successful. How could you quantify the impact on the organization?

Measure the Impact

Ng Goldner recommends that organizations gather data on proactive measures of inclusion instead of reactive metrics. Organizations can measure psychological safety data as a precursor to inclusion. What is the comfort level with feedback or candid conversations, for example? This can be more helpful than measuring lagging high-level data like retention, hiring, and promotions.

“Look for the smoke signals that warrant investigation. For example, who leaves after the performance reviews? These are indicators that a process, person, or team might need support,” Ng Goldner asserted.

Rather than bold proclamations, little speed bumps or pivots can often be more impactful. Ng Goldner asks leaders to challenge bias in decision-making frameworks. Pause decisions to reflect on: who benefits, who is burdened, and who might be missing. Make it a requirement to ask these reflection questions before making big decisions like new policies, products or services, or processes. Look for where the data shows the biggest gaps. What voices are heard in decision making, who fills the high visibility roles, and who are you developing and designing for?

“DEI is not a stand-alone event. It needs to be baked into every decision-making process. When DEI is baked into the DNA of your firm, it is like gum in your hair; you cannot remove it,” Ng Goldner cited.

DEI work continues despite public backlash, as most teams are global and firms aim to maintain access to international markets. Organizations are shifting language, realigning DEI to business outcomes, and measuring impact to weave it into their core operations rather than treating it as a separate initiative.