Today, few topics in the business world feel as charged—or as misunderstood—as diversity, equity, and inclusion. In some circles, DEI has become synonymous with policies, programs, and the unavoidable political debate. Framing DEI that way is too limiting. It pulls us away from the truth that, at its core, inclusion is about people and must include everyone.
I’ve been thinking about the power of reframing lately. Executive coach Joelle Jay recently described reframing as the conscious choice to see a situation differently to respond more productively. In her conversation with a senior corporate executive, the executive shared that a pivotal moment in her early career came when she shifted her mindset from frustration (“This isn’t what I signed up for”) to ownership (“What am I gaining from this experience?”). The situation itself didn’t change. Her perspective did. And that shift transformed the outcome.
We need a similar reframing when it comes to DEI.
I’ve long believed that sustainable inclusion doesn’t begin with initiatives or compliance checklists. It begins with mindset. An inclusive mindset naturally encompasses diversity and equity because it starts from a place of curiosity, humanity, and intentional leadership.
When leaders focus on DEI as advancing a set of programs, initiatives, or policies, they risk marginalizing the groups of people the efforts were meant to help. Programs specific to certain groups end up “otherizing” them in the workplace. The programs are then seen as for “them,” not for “us,” and it can trigger resentment based upon how you see yourself in relation to “that group.”
If we want progress, we have to reframe the conversation from categories to culture. Not around compliance, but around people.
Inclusion Is a Way of Seeing, A Matter of Perspective
An inclusive mindset asks different questions. It asks: Whose voices are not being heard? Whose perspectives am I missing? Who should I invite to the table to expand my views? What assumptions am I making based on my own lived experience?
That last question matters more than we often admit.
Early in my career, I benefited from referral networks and personal connections. Those networks helped me advance, including when I moved into leadership roles. But I also learned quickly that what works for individuals does not necessarily work for organizations, especially global ones.
When I stepped into leadership as a CEO, the organization relied heavily on relationships and personal referrals to identify talent. While that model had served it well, it was not designed to scale globally. If the organization wanted to grow—and grow both smartly and sustainably—we needed to hire people with different backgrounds, a range of lived experiences, diverse cultural frames of reference, and the curiosity to learn and think beyond their own worldview.
Lived Experience Is a Leadership Asset
One of the most powerful lessons I’ve learned is that having a variety of lived experiences at the table isn’t about optics; it’s about effectiveness.
Different perspectives keep leaders grounded. They surface blind spots. They help organizations grow in ways that feel authentic rather than performative. Inclusion at its core is about expanding perspective.
This is why I’ve always been intentional about mentoring and about ensuring my mentees include people who are different from me—by background, generation, or experience. These relationships challenge my thinking and sharpen my leadership. Mentorship, when done well, is reciprocal. You teach, but you also listen and learn.
That’s also why mentorship must be paired with trust. Without trust, people don’t share honestly. They guard themselves instead of contributing fully. I’ve written before about why trust—not technology—will define the next era of leadership, and inclusion cannot exist without trust.
Why Programs Alone Fall Short
Many organizations created DEI programs with good intentions. But over time, I suspect an emphasis on policy and process over people is one factor that led to division. When inclusion becomes transactional, it fails its own purpose.
Leaders get consumed by operations, revenue pressures, and urgency. Inclusion slips not because leaders don’t care, but because intentionality fades.
Intentionality is the work.
Being intentional about relationships. Being intentional about how and when, and to whom you communicate. Being intentional about identifying roadblocks before they become barriers. Being intentional about whose voices you elevate and whose voices you might otherwise overlook.
An inclusive mindset doesn’t slow organizations or executives down. It helps them move forward with clarity and cohesion.
Making the Tent Welcoming
Inclusion is ultimately about making the tent as welcoming as possible. It’s about ensuring people feel seen, heard, and valued because of who they are and what they bring.
If you lead with an inclusive mindset, diversity and equity follow naturally. If you don’t, no amount of programming or policies will compensate.
The leaders who succeed in this moment will stop solely asking, “What DEI program do we need or not need?” and they will start asking, “How inclusive am I being today, in this decision, in this moment, in whom I’ve invited to a position of influence at this table?”
That shift is where real progress begins. My concern is that, in today’s politically charged and divisive environment, too many leaders are walking back their commitments rather than future-proofing their workforces by embracing DEI as a key differentiator, especially in times of disruption.
