This article first appeared on Forbes.com.
In 2025, it’s time to really talk about diversity, equity and inclusion. The question is not whether DEI is here to stay; it’s how prepared we are to thrive in a future where it touches every part of society. This is bigger than election results and policy changes, bigger than seeing some companies pull back on initiatives.
DEI is no longer a standalone effort. It’s a strategic imperative that’s embedded in the processes, demographics and communities shaping our world.
The Future Is Diverse
By 2045, the U.S. is forecast to become a majority-minority nation. Gen-Z—the most diverse generation in history—is making up an increasing share of the workforce. Working for inclusive organizations is important to this group of young people. These shifts are undeniable. Diversity is the very foundation for business survival and innovation. Companies that fail to adapt risk becoming obsolete.
On the other hand, organizations that understand how DEI ties directly to business outcomes can thrive. These leaders recognize that DEI is essential to ensuring long-term relevance in an evolving marketplace.
Navigating Societal Divides
We’re living in a time of great societal change. Political polarization and fragmented social media ecosystems have created echo chambers and eroded the middle ground. This complexity presents challenges for DEI leaders, but it also presents opportunities to build bridges.
I’ve been reflecting deeply on the outcomes of the recent presidential election. For me, I was a single-issue voter, prioritizing women’s reproductive rights. Yet the election results showed that many others prioritized different issues.
Reconciling this has been difficult, but as my mother wisely said, “When you point one finger, three point back at you.” It’s forced me to ask myself tough questions: Have I “othered” those whose views differ from mine? Have I judged their priorities as less important than mine? Have I shown them the same openness and patience I expect from them? Honestly, the answer is no.
So I’m choosing the path of introspection. Over the next few months, I will listen and learn. As someone who tends to be impatient, this is not easy, but it is necessary. DEI starts with building bridges, not burning them, and that work begins within each of us.
But introspection alone isn’t enough. To create meaningful change, we must pair self-reflection with action. The future of DEI requires boldness, creativity and a willingness to challenge the status quo (respectfully).
Listening To Learn, Not To Win
I often think of Irshad Manji, an educator and author. In her book Don’t Label Me, she shares a five-step formula for productive disagreements. It starts with something as simple as taking a deep breath—reminding us that empathy requires us to pause and listen, even when it’s hard.
One of her most profound insights is about listening. She recommends that after asking a question, you sit back and really listen.
Manji distinguishes between two types of listening: “listening to win” and “listening to learn.” Listening to win happens when we mentally poke holes in someone’s argument while they’re still speaking, searching for ways to discredit their perspective. It’s adversarial and ultimately unproductive.
In contrast, listening to learn means setting aside our judgments and genuinely seeking to understand someone else’s point of view. It’s about asking thoughtful follow-up questions—such as Manji’s simple but powerful suggestion: “Tell me more.” This opens the door to deeper conversations and shows that we value the humanity of the person we’re speaking with, even if we don’t agree with them. Her framework is a powerful tool for fostering understanding. I encourage you to bring this practice into your workplace, community and personal life.
Listening, in this way, is active support. It requires courage, humility and patience. Imagine the impact if we all brought this level of intentionality to our conversations—wherever we are. What could we achieve if we listened, not to win, but to understand?
The Path Forward
Times like these test the best among us, but they also provide us with opportunities to rise up as better leaders, better colleagues and simply better humans. Let us remember that not every issue will escalate into a big challenge or crisis. Be cautious not to climb mountains that don’t need to be climbed. Focus your energy on four key areas:
1. Understand the external and internal environment to help you know what’s top of mind for your talent.
2. Build capability and strength within your teams to be open, empathetic, vulnerable, patient and kind. Focus especially on those who are natural leaders during times like these, as they’ve likely developed capabilities in navigating complex situations through past experiences.
3. As mandates and directives come from a new administration, examine them carefully to assess whether they impact your organization. If they do, prepare to act, and ensure your cross-organizational team is ready to address them. If not, move on.
4. Anchor your culture to your overall mission, and celebrate both the small and big acts of generosity and kindness shown by your employees. This strengthens your team and uplifts your culture.
By talking about DEI—beyond narrow definitions and immediate challenges—we can create a future that is more inclusive, equitable and innovative. You won’t have a perfect blueprint for every situation, but you will build the agility and resilience to rise to any challenge.
Let us commit to this work with courage, humility and a forward-thinking mindset. Together, we can shape a DEI movement that’s bold, inclusive and ready for the future.
I challenge you to be bold in your commitments. Take risks. Have the hard conversations. Think bigger. And most importantly, lead with empathy. DEI is about more than policies or programs; it’s about people. It’s about building a world where everyone feels valued and included.
