Five Things I Wish CEOs Were Saying Right Now About DEI

Companies are scaling back their DEI efforts — from quietly rebranding to walking back programs and commitments. The general U.S. DEI landscape, coupled with individual company actions, is creating significant angst for many employees, even while others are happy to see things change. Which makes honest executive messaging on this topic very challenging.  

Staying silent may feel like the safest path. Sometimes it is. But if you’ve been vocal about DEI before, silence now speaks volumes.

If I were sitting down with a CEO right now, here are the five things I’d encourage them to say, out loud and on record.

1. “DEI has always been a business initiative for us — and we’re treating it like one now.”

Here’s what’s real: DEI carries a host of risks in today’s environment, including legal, business, economic and reputational. Corporate DEI belongs in the same category as any other major business initiative — manage it accordingly. If it’s delivering positive results, perfect. If it’s no longer in the company’s best interest, action required.

It may be tough for companies who focused on the social justice themes of corporate DEI to reposition the narrative around corporate risk. However, it establishes a much needed and sustainable narrative for any future changes.

2. “Here’s the truth about what parts of DEI didn’t work for us — and why we’re making changes.”

I’ve interviewed hundreds of executives over the years about DEI. Publicly, they almost always say the “right thing” but privately, many held longstanding skepticism about the real-world impact of many common DEI practices. (Diversity targets, unconscious bias training and public diversity commitments are typically at the top of that list.)

Today’s high-risk DEI climate provides room for companies to pivot from programs that weren’t delivering results. That’s fine, but I encourage my clients to be honest about their motives. If a DEI program didn’t work out, say so. Own the decision. Don’t simply blame the regulatory landscape. Say what you learned.

After all, that same regulatory landscape could shift back four years from now—at which time there may be an expectation that these DEI programs will come back.

3. “We’re committed to providing opportunities for everyone to excel in their career.”

If your talent management processes are strong — consistent and fair hiring, performance evaluation and promotion — you’ve already done the hard part.

In the past two months, I’ve heard from employees across industries who fear DEI rollbacks mean the end of opportunity. Don’t let that sentiment persist. If your company did the right foundational work to begin with to optimize talent management, diversity efforts will continue even if you’re not using DEI language.

4. “Our values and policies define what we stand for — and what we won’t tolerate.”

Similar to employee concerns about diversity, there is employee sentiment that corporate inclusion will diminish as DEI does.

Let’s be honest: Culture doesn’t live in policies — but policies are how we define and enforce the everyday behaviors that shape corporate culture, including inclusion. If you’re scaling back DEI programs, make sure your standards for conduct, respect, and accountability are clear, openly communicated and consistently enforced.

Perhaps companies will be far less inclined to host anti-bias or microaggression training in the future, but that doesn’t mean that they can’t achieve a welcoming and respectful workplace for all. Your employees — and your lawyers — will continue to expect it.

5. “Thank you to the people who’ve been doing this work.”

For the individuals in your organization who’ve been deeply committed to DEI — whether it’s part of their day job, a volunteer leadership role or simply as a consistent ally or participant — this moment is hard. The current DEI landscape feels uncertain at best, and some are asking themselves: Is this still worth doing? Should I still raise my hand?

They’re not wrong to ask. Companies have asked a lot from volunteer DEI leaders especially the volunteers — extra work, emotional labor, often without formal recognition or resources. And in many organizations, let’s admit: those volunteers are the DEI program.

Now is the ideal time for senior leaders to say thank you — openly and generously. Even if your DEI programs are evolving, your appreciation for the people doing the work shouldn’t be up for debate.

Just Say It How It Is

For most companies, today’s changes to DEI programs are inevitable — driven by legal pressure, cultural shifts or internal recalibration. But the bigger risk isn’t just in the programs themselves. It’s in how those changes are communicated.

In this environment, silence sends the wrong message. Confusion, speculation and distrust will fill the gaps. Employees will feel it. So will shareholders, partners, and the public.

The bottom line? Many companies still have a solid foundation to build from — including HR practices that create career opportunity for all and conduct policies that reinforce respect. You don’t need a DEI webpage to stay committed to fairness, opportunity, and respect. You just need to be clear.

You’re the CEO. This is yours to lead. So don’t retreat. Don’t spin. Don’t try to make it sound prettier than it is. Just say it how it is. Honestly, directly, and with purpose.

That’s leadership. And people will respect it.