With headlines claiming, “The Death of DEI” or “The Downfall of Diversity”, it’s time to pause, reflect, and rethink how we embed Equality, Diversity, and Inclusion (EDI) into everyday practice, sustainably and effectively.
The backlash against EDI isn’t new. Recently, it has become louder and more targeted, with terms like “DEI hires” used to undermine diversity recruitment goals, or support for LGBTQ+ rights reframed as a political stance rather than a human rights issue.
As Paul Ladipo, CEO and Founder of Critical Conversations Consulting, notes:
“Anti-DEI activists started by picking on Critical Race Theory. Once that gained steam, it spread to Diversity, Equity, and Inclusion. Then, DEI became under attack at the state and university level to becoming the rationale for plane crashes.”
Ladipo points out that many organisations are continuing the work under different banners—using words like inclusion, belonging, or culture. His advice for moving forward?
- Go beyond surface-level problems.
- Focus on long-term legacy and cultural change.
- Let go of the expectation that everyone will be an ally.
Key Messages
- Backlash is not the end; it’s a call to adapt. EDI remains relevant, but the way we frame and deliver it must evolve.
- Legacy over labels. Words may change, but the aim – fairness, dignity, and inclusion for all remains the same.
- Depth matters. When people understand the complex roots of inequality, they are less susceptible to anti-EDI narratives.
- Not everyone will be on board, and that’s okay. Focus energy on those who are persuadable, not the 10% who will resist change no matter what.
How To: Actions for Embedding EDI in the Current Climate
- Reframe the narrative – Shift from reactive, “initiative-based” language to values-based language that connects to your organisation’s mission.
- Educate beyond the basics – Offer deeper learning on the historical, structural, and intersectional factors that drive inequality.
- Focus on impact, not just optics – Move away from tick-box exercises and towards measuring tangible outcomes in culture, retention, and opportunity.
- Create psychological safety – Make it safe for staff to ask questions, express concerns, and explore their learning without fear of backlash.
- Build resilience in the work – Embed EDI into policies, decision-making, and leadership behaviours so it’s not seen as “optional.”
Sharing the Space
Effective EDI means making room for multiple voices, experiences, and perspectives. This requires:
- Listening without defensiveness – Don’t rush to explain away experiences of discrimination; hear them fully.
- Balancing airtime – Ensure meetings, panels, and events don’t become dominated by one demographic or viewpoint.
- Acknowledging privilege – Those with more influence must create space for others to be heard.
- Recognising intersectionality – Understand that people’s identities overlap and shape how they experience inclusion or exclusion.
Allyship
Allyship is valuable, but it cannot be forced.
- Meet people where they are – Some will need more time or education before they actively step up.
- Support active allies – Provide training, tools, and opportunities for them to use their voice and influence.
- Accept limits – Not everyone will engage as an ally; focus on the majority who are willing or persuadable.
- Champion visible actions – Allyship should go beyond statements to include tangible, everyday practices.
Who Should Lead and Anchor EDI?
Ultimately, everyone in an organisation has a role to play in embedding EDI into daily practice, but responsibility must be anchored at the leadership level.
- Leaders set the tone – Without visible commitment from the top, EDI risks becoming a side project.
- Managers operationalise it – Line managers ensure EDI principles are applied consistently in recruitment, development, and day-to-day decisions.
- Staff embody it – Inclusion becomes real when it’s lived in interactions, teamwork, and service delivery.
- EDI professionals guide and challenge – They provide expertise, hold the organisation accountable, and ensure best practice is followed.
Anchoring EDI means moving it from a “specialist agenda” into the organisation’s core values and behaviours, something everyone is responsible for, every day.