Despite facing growing skepticism, diversity, equity, and inclusion (DEI) remains a critical agenda item for most Fortune 500 boardrooms. Yet, as Arielle Patrick, Chief Communications Officer at Ariel Investments, revealed in her recent Masterclass talk, a stark disconnect exists between how leadership and employees perceive DEI’s role. While corporate directors view DEI as a strategic priority that drives innovation and mitigates risk, many employees see these initiatives as superficial, politically driven, or irrelevant to their daily roles. This misalignment threatens to undermine the progress DEI efforts aim to achieve.
The heart of the issue lies in communication. Patrick’s findings highlight that employees often lack clarity on how DEI initiatives directly benefit the organization and their individual success. For instance, board members may see DEI as essential for reducing supply chain vulnerabilities or enhancing customer-centric product development, but these insights are rarely shared with employees. Without understanding these connections, workers are left to interpret DEI efforts through a narrow lens, often concluding they’re more about optics than outcomes. Bridging this gap requires more than good intentions—it demands a structured and transparent approach.
First, organizations must make DEI measurable and actionable. As Patrick noted, what gets measured gets done. Leadership teams should establish clear, trackable goals tied to DEI initiatives, such as improving diverse hiring, increasing supplier diversity, or integrating inclusive design into products. Regular updates on progress—including successes and setbacks—should be shared with employees. Transparency not only builds trust but also reinforces the organization’s commitment to meaningful change.
Second, resource allocation plays a pivotal role in transforming DEI from rhetoric to reality. This means dedicating sufficient budget to fund DEI initiatives and linking leadership’s compensation to achieving these goals. Equally important is employee education. Companies need to explain, in tangible terms, why DEI is more than a moral imperative—it’s a business necessity. For example, diverse teams lead to better decision-making, and inclusive marketing avoids costly missteps like culturally insensitive campaigns. By presenting hard data and relatable examples, organizations can help employees see DEI as a driver of collective success.
Finally, Patrick’s advice to focus on employees first cannot be overstated. Too often, companies prioritize external messaging over internal alignment. A better approach is to treat employees as the primary audience, ensuring they understand and buy into the company’s DEI vision. When internal memos and updates become the foundation for external communications, employees feel valued and aligned with the broader mission. In an era where skepticism is high, authenticity and transparency are the only paths forward. Bridging the gap between leadership vision and employee understanding isn’t just a nice-to-have—it’s the cornerstone of sustainable DEI success.
