Shortly after beginning his second term, President Donald Trump signed three executive orders rolling back federal support for diversity, equity and inclusion initiatives, citing a need to return to “merit-based” systems. But the administration has not clearly defined what constitutes illegal DEI activity, leaving companies scrambling to comply while facing new restrictions in more than 30 states where anti-DEI bills have passed or are pending.
Public support for workplace DEI has also slipped. A Pew Research Center survey conducted in October 2024 found that 52% of US workers viewed DEI as a good thing, down from 56% in February 2023. Despite that, though, data shows DEI budgets have remained steady at a majority of companies, even though many have renamed their initiatives, because they know a diverse workforce is good for their bottom line.
However, Lily Zheng, a DEI consultant and bestselling author of DEI Deconstructed, Reconstructing DEI and the forthcoming Fixing Fairness, to be released in January 2026, argued in an interview with SmartBrief that the backlash is not proof of failure. Instead, it shows DEI is effective enough to worry its opponents.
Moving beyond buzzwords
Zheng urged business leaders to move away from what they called “buzzword DEI” and focus on the real outcomes employees want.
“We’re trying to create workplaces free from discrimination, where everyone is treated fairly, where everyone can access the resources they need, and where everyone feels respected and represented by their leadership,” Zheng said.
Zheng noted that a survey in late 2024 found that 82% of Americans believe greater diversity is valuable for the country,
“This is a broadly popular idea. I think where people tend to disagree, where there might be some conflict, is how we go about achieving a more diverse, equitable, inclusive, fair society and a fair workplace,” said Zheng.
Rather than framing DEI as inherently “good” or “bad,” Zheng said leaders should ask what they want to achieve and how to deliver it. “If you’re trying to end discrimination, how are you going to do that? By focusing on the how and delivering results, leaders can create their own business case for fairness,” they said.
Fixing fairness
Zheng’s new book argues that fairness is missing from most workplaces. “Ninety-one percent of American workers have experienced workplace discrimination,” Zheng said, citing a Monster poll. “As much as we aspire to meritocracy, we don’t live in that reality yet.”
Zheng pointed to structural problems that make fairness difficult to achieve. Hiring managers often lack the time or incentive to follow best practices that reduce bias, such as using hiring panels or standardized scoring rubrics. Pressured to make quick decisions, many default to shortcuts — including overreliance on AI systems that can introduce algorithmic bias.
“We have actually a wealth of resources and research on how we can do these things, and yet our leaders don’t do them,” Zheng said. “Not because they’re bad people, but because many of our workplaces don’t actually incentivize fairness.”
Addressing pushback
As anti-DEI sentiment grows, Zheng said many companies have chosen to rebrand programs rather than eliminate them. But they warned that swapping one euphemism for another — from “DEI” to “belonging,” for example — does not address the real issue.
Instead, leaders need to “talk better” about DEI and spell out what it means to dispel some of the misunderstandings propagated by cable news and other sources, Zheng said.
“DEI is a parental leave policy. DEI is greater accommodation. DEI is greater workplace flexibility, remote work. DEI is ending discrimination. DEI is making sure people aren’t talked over in meetings. Everyone wants these things,” Zheng noted.
To get this across, Zheng urged leaders to talk about these things in clear terms. “Don’t just say your commitment is strong. Say, ‘We know that tamping down on discrimination and supporting our people is key to our business success.’ That’s DEI, whether you call it that or not.”
The future of DEI means measuring impact
Looking ahead, Zheng predicted the next decade of workplace inclusion will be defined by greater rigor and accountability. Ten years ago, no one wanted to measure DEI impact, Zheng noted. Now, general counsels are demanding it to ensure compliance, which presents DEI practitioners with an opportunity.
“I predict that right under the guise of making sure that they’re not running afoul of new interpretations of the law, companies will get more rigorous about the DEI work that they do deploy,” said Zheng. “And maybe less loosey goosey about just kind of throwing the kitchen sink at the wall and hoping something sticks.”
Opinions expressed by SmartBrief contributors are their own.
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