The Death of DEI — Good Riddance

Organizations are rolling back DEI and I say (a strongly qualified) “good riddance. Why? Because it the cat is out the bag and we now know which leaders truly supported such initiates and which ones only paid lip-service. As a result, many employees express fears over what this development means for them. I am curious to know which opportunities actually present themselves to entire organizations and the individuals who work in them now that the truth is out. How can the problem (retreat of DEI) become part of the solution (improve your organization’s culture)?
The list of corporate awareness programs has grown significantly over the last decades. They address societal and demographic changes. Fueled by the publicity around the brave actions of whistle-blowers and/or movements which become viral - #metoo for example – they force a reckoning on organizations and governments. The “newsworthy” cases are just the tip of the iceberg or the straw that broke the camel’s neck and opened the floodgates for others to finally come forward. 

The Tip of the Iceberg

It is not that there was a sudden rise in sexual assault or bias against different groups of people. On the contrary, more and more people finally felt safe or encouraged to talk about their own suffering not the least because they realized they were unfortunately not the exception.

To raise awareness of such issues, corporations launched various programs. A quick and dirty Google search returns a plethora of such initiatives, including:

• Diversity and Inclusion Training
• Unconscious Bias Training
• Inclusive Leadership Training
• Cultural Competency Training
• Mental Health and Well-being
• Sustainability and ESG Training

And that list does not even address programs such as or emergency preparedness programs and compliance training. 

The Backlash

Like any powerful idea they also face a backlash. This backlash is not recent. For example, no sooner had Black Lives Matters gained traction in the wake of police killings, Blue Lives Matters sprung up (blue referring to the color of most police uniforms in the United States). The #metoo movement started discussing toxic masculinity and now we have prominent figures like Meta’s boss Mark Zuckerberg bemoaning the lack of “masculine energy” and expressing fears about corporate culture being “neutered”. In some countries, the political environment appears to play into this counter-movement and that scares many people. 

While still in opposition, Germany’s new ruling party started a campaign against NGOs. IN April, the Hungarian parliament voted to restrict Pride March. The U.S. administration is picking a fight against educational institutions. Not surprisingly, a quick check of UN press releases reads like a laundry list of things switching into reverse: Women fear the loss of equality gains they have made over decades. Ethnic minorities with different work permits are exposed to measurably more xenophobic attacks. 

The reasons for the backlash probably range from active opposition from out of touch holdouts, ignorance and just sheer “awareness fatigue”. What I want to discuss is how to handle the rollback of these programs in your organization. Because in the to and fro of this, organizational culture remains an issue. The phrase “toxic work culture” has been entered into search engines more so than ever.

DEI Was Never About Employees

One thing to keep in mind why any of these programs have been launched. While the language chosen appears to address basic human needs such as physical and psychological safety, fairness and equality the actual focus is not employees. What is often and inaccurately lumped together under the label “DEI” needs to be placed in the larger discourse about improved corporate performance. When we do that, an entirely different picture emerges. The focus of these programs is not employee well-being but corporate well-being and by that I mean better business performance.

To illustrate, let me highlight a point made by Michel Foucault, the French philosopher and godfather of discourse theory. In Discipline and Punishment he writes the abolishment of torture and the parallel increase in the construction of prisons did not occur because punishment was to become more human. Quite the contrary, that transformation had only one goal, make punishment more efficient. The concept of punishment was never questioned.

Neither is the concept of improved corporate performance and consequently profits. A more cynical view is that corporations will do anything to improve the bottom line and if that means mental health, DEI, anti-burnout initiatives and raising the LGTBQ+ flag during Pride Month, they will do it. It is not to make employees more satisfied. That factor only plays a role because it can show up in improved individual performance which improves corporate performance.

Does DEI Work?

But does it? It appears the verdict is still out there as the results are mixed. The list of potential benefits supported by research is impressive. For example, such programs lead to increased employee engagement, satisfaction, and a sense of belonging. What is more, a diverse workforce can bring a wider range of perspectives and experiences, potentially leading to more innovative solutions and ideas, attract and retain diverse talent, which can help them access new markets and customers. Some research also suggests that companies with diverse leadership teams and boards of directors may outperform those with less diversity. 

If that applied across the board, why would any organization push back on these programs? For starters, it can be difficult to measure the true impact of DEI programs, making it challenging to determine their effectiveness. Sometimes the reasons for the pushback are simple. For instance, some DEI initiatives can face resistance from employees who feel threatened or perceive them as reverse discrimination. Think the proverbial old white man who fears for his next promotion because the job will go to a “diversity candidate” just because that person is non-male, none-white and not old. 

Also concerning is that certain DEI training methods can inadvertently reinforce stereotypes or increase prejudice. Just have a room full of executives from different European countries discuss their approach to time. IF the trainer/coach gets it wrong, you will easily see a German-Swiss alliance emerge or even fortify against colleagues with a different cultural approach. Some argue that focusing solely on representation (e.g., increasing the number of women or minorities in leadership positions) without addressing issues of inclusion can be counterproductive. The unintended consequences can include increased turnover or decreased job satisfaction among certain groups.

One big question is whether these programs are implemented properly or if they lack strong leadership support. A Pew Research study from 2023 seems to summarize the paradox around DEI programs very well.

“A majority of U.S. workers say focusing on DEI at work is a good thing, but relatively small shares place great importance on diversity in their own workplace.”[1]

What Does it Mean on the Individual Level

But what does all this mean for you? Let’s assume the organization you work for decided to stop these programs. How is this really to going to impact you? One way to answer the question is to reflect on how you personally benefitted from any of these programs. 

For instance, if you are part of an ethnic or sexual minority in your workplace, has your career truly benefitted from DEI and similar programs? If it has, then what are the chances for your career to falter now? Obviously, there is a legitimate fear of any pent up misogynism or racism to resurface. What do you believe is the likelihood of that happening in your environment? The hard part about answering that question is to take a rational approach to a highly emotional topic. 

This requires a critical review of the organization and your own position in that organization. It requires what psychologists refer to as “radical acceptance” of the situation. That means complaining about it or telling yourself “it should not be that way” is not helping. Wherever there are people there is politics and conflict. Just recall the 2019 report into widespread bullying and toxic culture at Amnesty International. 

If your career never benefitted from any such programs in your organization and your performance is comparable to people who did advance, then what is going to change for you if the leadership basically makes it official they never really cared about these programs in the first place? That is a foundational question because you know whether your organization had these programs in place for window dressing purposes only

What we change is our own approach. Can openly share your fears about your place as a transgender person in your organization? If not, what or who exactly makes it difficult and how can you address this particular situation or person to engage rather than walk away?

Hard Lessons

I will share a truly embarrassing story in order to highlight the importance of engaging for the benefit of the “majority” in your organization. This takes us back to the mid-90s, a time before DEI or a wider discussion of things such as unconscious bias. I was at a bachelor party in the United States and got talking to a person who was ethnically Asian. As a white German who was raised at a time when German citizenship was defined by blood rather than birth, I asked the killer question: “Where are you from?” He responded: “I am American.” That should have been the end of it because it was already bad enough but I proceeded to dig an even deeper hole, adding: “You don’t look American.”

To this man’s credit he remained engaged, smiled and simply said: “Well, I am.” That’s when it started to sink in. Apart from my wish for the ground to just open and swallow me, the man’s reaction to the entire encounter transformed my own sensitivity for these situations. I am still curious about people’s backgrounds and since I live in New York City remain exposed to a lot more diversity than in many other cities. That also means, I have learned to express this curiosity differently. 

We all are part of the corporate culture and if that includes vigilance, we need to continue to be vigilant. Coaching can help identify your part, support you in the challenges you face and help you develop strategies that fit your particular situation and role in the organization you work for.

The original blogpost appeared in German on crimalin on April 22, 2025.

---

[1] R. Minkin, Diversity, Equity and Inclusion in the Workplace, Pew Research Center Report, May 2023.