Nine months into the new administration, few roles have felt the ripple effects of policy and cultural change as acutely as inclusion leaders. Executive orders, shifting state laws, and heightened scrutiny around DEI initiatives have forced inclusion teams to pivot in real time, reexamining everything from program design to organizational strategy.
But these shifts haven’t just changed the work of inclusion; they’ve reshaped the role itself. As organizational priorities are realigned and reporting structures are shifted, inclusion leaders are finding themselves navigating new boundaries, expectations, and definitions of success. With so much in flux, many are asking a simple but urgent question: What now?
The New Priorities for Inclusion Leaders
As the role of inclusion leader evolves, so too must the strategies behind it. The same playbook that worked five years ago no longer applies. To stay effective and ensure their work endures, here are three areas for inclusion leaders to focus on right now:
1. Redefine what success looks like
Representation goals and hiring benchmarks have long been the backbone of inclusion work, but in today’s environment, those metrics have become politically charged.
This moment presents an opportunity: to step back and ask what really drives inclusion inside an organization and how we measure it. When everyone agrees on a shared definition of inclusion, we can finally measure the right things and track progress in meaningful ways.
Seramount’s latest research identifies four core drivers of an inclusive organization, defined as one in which employees:
feel psychologically safe on their teams,
believe their personal and professional contributions are valued,
see their identities reflected elsewhere in the organization, and
trust that inclusive behavior is a cultural normexpected of everyone.
That’s just the starting point. The hard work lies in figuring out how to measure these experiences and behaviors, something Seramount’s research team is actively exploring. Get a sneak peek in our webinar, Measuring Inclusion in Today’s Legal Landscape.
2. Stay close to the business
For many inclusion leaders, the biggest risk right now isn’t backlash; it’s irrelevance.
As scrutiny around DEI has grown, many organizations have quietly rebranded their inclusion efforts, including retitling leadership roles. For example, a “Chief Diversity Officer” might now be a “VP of Culture and Belonging.” These shifts can seem like semantics, but they fundamentally change who gets access to decision-making and how close inclusion leaders remain to the center of power.
Similarly, Seramount research shows a small but noticeable trend of DEI functions moving under larger HR or Talent umbrellas. That structural change can also influence who’s in the room and who isn’t. In fact, 35% of inclusion leaders say being situated within HR has reduced their access to the CEO and C-suite.
Thirty-five percent of inclusion leaders say being situated within HR has reduced their access to the CEO and C-suite.
The solution isn’t new, but it’s never been more important: Build relationships with intention. Stay close to peers across the business, understand their goals, and look for places where inclusion can accelerate them. Just as critically, keep a pulse on what senior leaders value most. Even hearing what’s top of mind for the C-suite can reshape how you frame your programs; leaders rarely cut what advances the priorities they care most about.
3. Make a new case for inclusion
This may be the most urgent shift of all. According to recent data, 53% of C-suite leaders expect their organization’s DEI commitments to decrease within the next year. To safeguard their programs, inclusion leaders must make the business case clear: Inclusion isn’t just a value; it’s a driver of shareholder value.
The challenge is that too few leaders feel equipped to make that case effectively. According to Seramount research, only one in five Chief Diversity Officers (CDOs) strongly agrees that they can influence their C-suite to support inclusion, and on average, CDOs spend just 20% of their time engaging senior executives. When influence is limited, so is impact.
The fact is that the old way doesn’t work anymore. Framing inclusion as “the right thing to do” or even “good for the business” isn’t enough in today’s environment. Leaders must connect inclusion to what matters most to their executives: specific, bottom-line business metrics.
That’s exactly what Seramount’s Science of Influence framework is designed to do. The framework outlines four steps to align inclusion goals with executive priorities:
Identify a current business priority
Build your singular and precise ask
Curate relevant and convincing evidence
Show the impact on the business sheet
With this framework, inclusion work gains clear, measurable outcomes that demonstrate its impact on the organization. It helps executives see that inclusion isn’t a separate initiative but a business advantage they can’t afford to lose.
Learn more about how to apply the Science of Influence framework, including real-world examples, to strengthen your case for inclusion in 2026 and beyond.
What’s Next?
If the past nine months have proven anything, it’s that the pace of change isn’t slowing down. Policy shifts, organizational restructuring, and evolving expectations have already reshaped the work of inclusion—and more change is coming.
Inclusion leaders are becoming, by necessity, change-management experts. Whether it’s adapting programs to meet new realities, redefining your role within the company, or helping your organization respond to broader workforce trends (see our State of the Workforce research for more on that), navigating change will be a defining skill in the year ahead.
As the landscape continues to shift, inclusion leaders will need new tools, strategies, and allies to stay ahead. Seramount can help you navigate the evolving role of inclusion leader in 2026 and beyond, connecting you with the research, frameworks, and expertise to adapt and sustain your impact. Connect with our experts to learn more.
Kayla Haskins is an Associate Director, Product Marketing at Seramount. In this role, she supports DEI Practitioners and Talent Leaders in creating more inclusive workplaces by providing valuable insights and resources through webinars, blog posts, guides, infographics, and more.
With nearly a decade of experience in the technology and non-profit sectors,
Kayla Haskins is an Associate Director, Product Marketing at Seramount. In this role, she supports DEI Practitioners and Talent Leaders in creating more inclusive workplaces by providing valuable insights and resources through webinars, blog posts, guides, infographics, and more.
With nearly a decade of experience in the technology and non-profit sectors, Kayla excels in translating complex ideas into clear, actionable concepts. She is passionate about storytelling and is dedicated to addressing today’s most pressing workplace issues to drive meaningful impact.
Kayla holds a degree in English and Creative Writing from Dickinson College. She lives in Silver Spring, MD with her partner, Nick, and their dog, Zero. In her free time, she enjoys hiking, reading, and spending time with family and friends.
