Finding hope in the headwinds: A conversation with DEI leaders

We’re at a pivotal moment for DEI in the workplace. In many ways, the topic has never had so much visibility, and yet—paradoxically—it’s never felt more under scrutiny. That’s why, in response to our recent thought piece “Standing with DEI Leaders” Kin&Co brought together a rich cross-section of DEI leaders and practitioners from a diverse mix of industries and organisations for an informal, honest and hopeful conversation.

We explored the complexities, the challenges and the opportunities about working in DEI at this critical moment, which we are sharing here in the hope they bring insight, hope and reassurances to others too. And we coalesced around one uniting thought: that this work is simultaneously harder than ever and more necessary than it’s ever been.

The State of Play: DEI at a Crossroads

Any conversation around DEI right now is complex. Not just because of the complexity of diversity, equity, and inclusion as topics in their own right — but because of the business landscape we’re operating within. Political turbulence, shifting organisational priorities, and cultural headwinds are testing long-standing commitments and assumptions about what inclusion should look like in the workplace today.

Several leaders at our roundtable reflected on how global cultural trends—especially those emerging in the US—are now reverberating across UK workplaces. “It’s like we’re watching the future play out six months ahead of us,” said one. The result? A sense of unease and ambiguity that seeps into communications and decisions around DEI. 

Participants described moments in recent weeks when they have felt disillusioned, exhausted, or even betrayed by how organisations in their networks are handling the backlash around DEI.

There was also frustration with the trend of watering down corporate values. Several attendees noted that organisations once proud to take bold stands are now retreating into vagueness, motivated by fear of backlash or political entanglement. “It’s like they’re trading courage for safety,” someone observed.

The hard truth: Complexities run deep

The hard truth is that complexities around DEI run deep. Over the past few years, many organisations have focused heavily on individual moments and interactions: training, awareness campaigns, and personal development; while neglecting the structural inequities embedded in their systems: “maybe it’s time to shift the focus away from changing individual moments where we can get caught up in ‘are we doing the right thing right now’ and look at the system overall, so that the right thing is the norm”, reflected one participant. 

The group shared frustrations about getting stuck in the metrics: the fixation on diversity statistics without enough attention paid to inclusion as an experience, and the behaviours needed to create true inclusion.

Which becomes even harder when we’re working within a group who may be prone to ‘group think’ – one DEI leader spoke candidly about the unintended consequences of ideological alignment. “We pride ourselves on being inclusive,” they said, “but we’re struggling to make room for colleagues who think differently.” A reminder that diversity of thought is just as important as representation, and much harder to achieve when the culture leans strongly in one direction.

Yet amid the challenges, there are signs of hope and innovation. Whilst the language that organisations choose to use around DEI is likely to evolve, the fundamental purpose behind DEI initiatives: enabling everyone to access opportunities and be respected at work; remains as powerful and relevant as ever.

Taking action: Building Conversation Capability

In an era where society seems increasingly determined to “badge” people based on singular opinions, business leaders have a unique opportunity to create environments where people can contribute authentically without fear of being reduced to a single viewpoint.

A concept that sparked wide interest was what one attendee called the “third door”, the idea that when faced with polarised options, there’s usually another way forward. “Binary choices are reductive,” they said, “DEI often needs a third path. Something creative. Something brave.”

The group agreed that one of the most valuable investments organisations can make is in developing greater skills around active listening, acknowledging different viewpoints, and holding challenging conversations appropriately.

“The most productive teams I’ve seen,” noted one attendee, “are those where disagreement is welcomed but respect is non-negotiable. They’ve mastered the art of challenging ideas without challenging identities.”

This shift requires intentional leadership. Several participants shared how they’re deliberately creating spaces where different perspectives can safely coexist, not by avoiding difficult topics, but by approaching them with greater skill and nuance. This can even be helped by centering conversations about what unites people, rather than what divides them – and in an organisational context, this could mean reconnecting with your unique purpose and values. 

Creating the space for these conversations don’t just serve DEI goals, they strengthen organisational resilience more broadly. As markets grow more volatile and workforces more diverse, the ability to harness different perspectives becomes a competitive advantage. 

Looking Ahead: Practical Tools for DEI Leaders

We share a strong belief that DEI’s value, both ethical and commercial, remains unshaken. The language around DEI may evolve. Political pressure may fluctuate. But the work of creating equitable workplaces is enduring and directly linked to business success.

The road ahead won’t be easy. Organisations will need to make a shift towards more human-centred language, keep paying attention to systemic barriers and take bolder, more creative  approaches that speak to a diverse and divergent set of needs and views in the workplace. With honest reflection, structured dialogue, and courageous leadership, progress on DEI will remain possible.

So what can you do if you’re a leader looking to build a more inclusive and equitable environment for your team? Here are five places to start:

– Create structured spaces for productive disagreement
– Shift from performative listening to genuine understanding
– Audit systems, not just recruitment pipelines, for hidden inequities
– Reconnect organisational purpose to inclusion priorities
– Invest in developing conversational capability at all levels

At Kin&Co, we’ve been experimenting recently with introducing Thinking Environments; based on Nancy Kline’s inclusive facilitation techniques – allowing people to speak without interruption, and facilitating active listening. We’ve found putting these techniques into practice has created much greater equity of voice within rooms, and allowed for deeper, more respectful conversations.

As one participant beautifully summed it up, “The goal is to build organisations where everyone can participate fully: not just because it’s the right thing to do, but because it’s essential for growth and progress.” This roundtable didn’t solve the challenges of DEI but what it did provide was a moment of connection, and a renewed sense of purpose for those leading businesses through these complex times.