5 Ways I’m Pivoting My DEI Consulting Business in The Time of COVID-19

Dr. Nika White • April 14, 2020

I hope everyone and their families are safe and healthy out there. There’s no doubt these are trying times in the world.

Right now, everyone is processing the times of COVID-19 differently. It can be challenging— personally, professionally, and just going about everyday life.

It can feel like survival mode for many of us right now.

That said, I do think this is a time to remind people to be hopeful and optimistic.

Harvard Business Review recently came out with an article sharing that the “ discomfort you’re feeling is grief.”

I could totally identify with that and Elisabeth Kübler-Ross’ stages of grief.

Quite honestly, at first, I found myself in a place of denial. I was thinking this is temporary and this is going to blow over. And when it continued, I found myself in a place of situational depression. I was still functioning but in this “lull” and a “funk”. I was not motivated.

Then finally, as time went on and I thought more, I went into a stage of acceptance. I realized— this is where we are and this is our reality.

So I began to shift my mindset to hope and lean into the new “normal” by adjusting my practices and habits. 

I began to dig my heels in, work on my business, and think of how to pivot my products and create new services to keep my brand relevant and impactful.

Even though my business has been impacted like all businesses out there, I can say, I’m now excited about moving forward.

For me personally, to feel grounded and keep my mental health upbeat, I need to have a strong sense of productivity and progress around my goals.

That is why I am continuing to work on my business, push the work of Diversity, Equity and Inclusion (DEI) forward, and hold space for people to connect.

The “why” has not changed in terms of what I do and why I do it. But, the “what” and “how” are definitely shifting.

I believe that the work of DEI is more essential now than ever. Inclusive leadership is a skill set every leader must have to keep pace with the rapid changes we are experiencing globally.

If we aren’t careful, those who are most vulnerable will continue to be negatively impacted by greater inequities.  And that’s why I want to authentically share how I’m pivoting with you today—in the hopes of providing some inspiration to lead inclusively and we navigate reaching the other side of this crisis.

Here Are 5 Ways I’m Pivoting My Business During These Times 

 

1. Releasing ‘ Inclusion Uncomplicated ’ bite-sized videos

If you follow my social media and emails, I recently announced new content called “Inclusion Uncomplicated” — it’s a new video series with small, bite-sized nuggets for people to watch and glean insights relevant to how we can make this work of DEI practical.

We’ve released 5 so far and there will be more coming out in the coming weeks. I’m going to put even more effort into these digestible chunks of knowledge so I can keep sharing knowledge and push the work of DEI forward.

See my last blog post about “why” we launched it and why we’re providing easy-to-digest clips of what can help to make Diversity and Inclusion more “uncomplicated”.

I believe this delivery of consistent, bite-sized content can make complex subjects more manageable. It’s a way to create relevant information to those who are wanting to remain closely connected to content that helps them to build their inclusive leadership.

2. Creating virtual community chats with ‘Intentional Conversations’

I know people are hungry for a level of connection right now. I decided to start a virtual series called “Intentional Conversations” which are virtual community chats on Fridays from 11am-12pm EST on zoom.

The point of these conversations is to create connection through community and assist our audience with dynamic knowledge and insight to help people understand the importance of leading inclusively, and personal and professional growth and development.

Last week we had 80 participants that joined only a couple days after announcing!

Although the topics will vary, what connects all sessions are intentional conversations around matters that intersect DEI with leadership and business.

I’ve been structuring those by having a co-host, and we have candid, raw, and authentic conversations. These conversations have been heavily skewed towards people who are part of under-represented populations.

We’ve also been talking about how COVID-19 has impacted people and their business. It lets others feel comfortable in how we are holding this space.

You can join us every Friday at 11am EST — Register at NikaWhite.com

3. Hosting a Virtual Summer Book Club

We haven’t started promoting this yet but I’m so excited to officially announce it very soon.

Starting in June, we’ll be hosting a Virtual Book Club.

The author herself, Minda Harts, will be my co-host for these virtual conversations.

“The Memo” is a fantastic book about securing seats at the table in corporate America and the challenges that women of color face. It also discusses support and advice on how women of color can succeed in their careers.

This will be an intersectional book club reading — the book is about women of color but it has great relevance to those who want to be allies to women of color and help support them in the workplace.

I’m being intentional to make sure not only people of color see it as important but also those who are allies. Oftentimes when these types of book clubs are done, it’s all women of color with the shared experience. I think the dynamics of having women of color along with intersectional leaders of different backgrounds can make for some really great dialogue.

We have 3 sessions. We suggest you first purchase the book (and you’ll get a free workbook) and then we will have the virtual summer book club on June 9, 16, 23 from 6-730pm.

Stay tuned also at NikaWhite.com

4. Providing Virtual Mentoring and Coaching 

Often, many individuals who are looking to break into the field or discipline of DEI reach out to me. Historically, I’ve not had the bandwidth to take on those 1-on-1 coaching opportunities, but now it is something that I’m seeing a need and interest for.

I’ve now launched virtual mentoring and coaching where I’ve packaged some video training. I’m more intentional about promoting this in a way that is not just individual courses but is also a suite of online video training.

In these times of crisis, it’s not feasible to physically bring in a content expert to facilitate live training, learning, and development are mission-critical and must go on.

We must continue to lead inclusively, quickly, and thoughtfully during this time.

That’s why I’m excited to offer interactive virtual training where individuals or organizations train directly with me to help prepare individuals or entire teams to overcome challenges and support organizational goals through strategic diversity, a lens of equity and intentional inclusion, even when working remotely.

Learn more here: NikaWhite.com

5. Reading Excerpts from My Books on IG Live

Lastly, this one is fun, simple, and a light lift.

Every Tuesday, at 4pm EST for one hour, I’ll be going live on Instagram and FB Live and doing live readings from my two books: “The Intentional Inclusionist” and “Next-Level Inclusionist”

As I read excerpts from my two books, I’ll be opening a discussion on the specifics of leading inclusively and all that I’ve learned over 20+ years working with over 100 corporate, educational, government and non-profit brands.

Come tune in on instagram at: @nikacwhite

And you can grab the books here: Nika White’s Books

Times Are Changing Because of Covid-19

It’s quite apparent that times are changing. Depending on how we move forward, this can be a time of deep reflection, shifting, and processing.

As leaders of organizations find ways to move forward, I do believe they should be vocal and authentic in their communication. They should say to their employees that “we understand the difficulties and complications of the world right now.. We realize this is a truth and we’re dealing with it in [this way]…”

It’s a time to be more communicative, more authentic, and to speak with more clarity.

For example, people are having conversations on:

How do we mobilize in solidarity in those who are disproportionately affected right now?

For those who might not think DEI is essential work, the notions of INCLUSION matter more now than ever before is prevalent for some people.

How can we battle racism/xenophobia in the workplace and beyond? For example, right now, many Asian Americans are being discriminated against. Can we use this opportunity to identify these issues and find ways to battle this racism?

How can we still value people despite the distinctions of “essential” and “non-essential?

I do worry about the psychological implications when referring to some people as “essential” and others as “non-essential”. I, of course, understand the point since we are pivoting fast and valuing those on the front lines, but I do worry about what it will do psychologically and in society to those with “non-essential roles”. Something to think about.

All of this said, I do have hope for the future. 

I think there is a great deal of potential for where we are. It is a time to pivot, and more importantly, a time to connect.

We need connection so we are not alone in our feelings and thoughts. We also need to strike a balance by providing tools and best strategies for people to leverage to get them to the next level.

We must intentionally pivot our businesses to brace for the times ahead.

We must also extend grace, accept grace, and navigate as best we can.

Wishing you healthy and peaceful days through these challenging times.

Read more from The Human Shift on Substack, where I share long-form essays on leadership, culture, and how we work and live.

Share this Content:

When Teams Stop Telling You Things - Silence is a Cultural Signal

By Nika White • April 6, 2026
Leaders often believe transparency exists because information is available. But culture is revealed by what people choose to share — not what they’re allowed to share. When teams withhold concerns, it rarely begins with fear. It begins with small experiences: Ideas redirected quickly Mistakes met with visible tension Questions answered defensively Over time, people learn which conversations require self-protection. Earlier, in The Human Shift, Culture Is What People Carry Home, we explored culture as what people absorb. Silence is one of the clearest indicators of that absorption. Reframe Candor depends less on policies and more on predictability of response. One Grounded Practice In your next meeting, when someone raises a concern, respond first with: “Tell me more.” Do not correct immediately. Do not solve immediately. Signal curiosity before direction. Closing Reflection What information seems to reach you last? Contextual Depth Signal Many culture initiatives fail not because values are unclear, but because reactions teach people which truths are welcome. In the shift, Dr. Nika White P.S. If someone on your team hesitates before speaking, what do you think they’re predicting?

Decisions Made Too Quickly - Speed Often Relieves Discomfort More Than It Improves Direction

By Nika White • March 30, 2026
Not all fast decisions are strategic. Some are relief. Ambiguity produces tension. A quick decision restores certainty — even if it doesn’t improve outcomes. Leaders often experience resolution as progress. But clarity and certainty are not the same. Earlier in The Human Shift, The Stories We Tell Under Pressure , grounding was described as remaining present under pressure. Many leadership decisions improve when leaders stay with uncertainty slightly longer than feels comfortable. Reframe A quick decision reduces discomfort. A clear decision reduces rework. One Grounded Practice When faced with a non-urgent decision, ask: “What additional information might emerge if I waited 24 hours?” Then actually wait. Not to avoid responsibility. To allow discernment to complete. Closing Reflection Where in your work might patience increase effectiveness? Contextual Depth Signal In advisory settings, leaders often discover that many operational “fires” were created by premature decisions rather than delayed ones. In the shift, Dr. Nika White P.S. Which decision right now feels pressing — and what would happen if you gave it one more day?

The Hidden Work of Leaders - Emotional regulation is effort, not personality

By Nika White • March 23, 2026
Many leadership expectations are never written in a role description. Holding tension in meetings. Staying steady when others escalate. Containing uncertainty without amplifying it. We often call these “soft skills.” They are not soft. They are regulatory labor. When leaders manage emotional intensity, they stabilize the environment for others. Yet because this effort is invisible, leaders often interpret their fatigue as inadequacy rather than expenditure. Earlier, in The Human Shift, Culture Is What People Carry Home , we discussed that regulation is one of the primary ways leaders influence what others carry. Reframe Composure is not effortless. It is energy being used on behalf of the group. One Grounded Practice At the end of the workday, ask yourself: “Where did I hold the emotional center for others today?” Then intentionally do one small action that returns attention to yourself — a walk, silence, or stepping outside for two minutes. Regulation requires recovery. Closing Reflection Where have you been calling leadership strain a personal weakness instead of a leadership function? Contextual Depth Signal In executive work, many leaders don’t need more resilience training. They need permission to recognize that stabilizing others uses real capacity — and to pace themselves accordingly. In the shift, Dr. Nika White P.S. What part of your leadership today required the most emotional steadiness? Read more from The Human Shift on Substack , where I share long-form essays on leadership, culture, and how we work and live. [NW

Feedback and the Nervous System - Why Some Conversations Lead To Growth And Others Lead To Silence

By Nika White • March 16, 2026
Two leaders can say the same words and produce entirely different outcomes. One conversation invites reflection. Another produces compliance. A third produces quiet withdrawal. The difference is rarely the phrasing. It is the state of the person delivering it. Before a listener processes meaning, their body processes safety. If tension, urgency, or frustration is present, the nervous system prioritizes protection over learning. The person may nod, agree, or apologize—but understanding has not actually occurred. Earlier in The Human Shift, The Body Knows Before the Mind Does , we explored how the body registers experience before the mind interprets it. Feedback follows that same sequence. Presence communicates before language does. Reframe Feedback is received through regulation before it is received through reasoning. One Grounded Practice Before offering feedback, take 30 seconds to orient yourself to the environment: Look around the room. Name three neutral objects you can see. Slow your exhale once. Then begin the conversation. Grounded delivery increases learning far more than refined wording. Closing Reflection What state are others experiencing when they receive guidance from you? Contextual Depth Signal In leadership coaching, feedback rarely fails because leaders lack clarity. It fails because the emotional tone of the interaction determines whether the brain processes information or threat. In the shift, Dr. Nika White P.S. Think about your last feedback conversation — how regulated did you feel before it started?

Competence and Control - When Capability Quietly Becomes Over-Management

By Nika White • March 9, 2026
High-capacity leaders often step in before others struggle. They refine the message. They fix the slide. They solve the problem before it fully forms. The intention is almost always supportive. But the impact accumulates differently. When leaders consistently intervene early, teams stop developing judgment. Initiative declines. And the leader’s workload increases—not because the team lacks ability, but because the team lacks ownership. Control rarely announces itself as control. It appears helpful. Earlier in The Human Shift, Capacity Is Not Infinite , we discussed capacity as information. Control is often a response to leaders sensing the system might falter and unconsciously compensating. The leader becomes the stabilizer. And stabilizers eventually become exhausted. Reframe Support strengthens capability. Preemption weakens it. One Grounded Practice The next time a team member brings you a solvable problem, pause before offering a solution and ask: “What options are you considering?” Then wait. Do not refine immediately. Do not redirect quickly. Allow their thinking to complete before yours begins. Leadership capacity grows when others experience themselves as capable. Closing Reflection Where might your helpfulness be preventing someone else’s development? Contextual Depth Signal In organizational advisory work, many leadership bottlenecks are not skill issues but ownership issues. When leaders shift from solving to supporting thinking, both performance and energy improve. In the shift, Dr. Nika White P.S. Where do you feel most necessary right now—and is it because of structure or habit?

The Cost of Constant Readiness - Why Urgency Quietly Reshapes Leadership Judgment

By Nika White • March 2, 2026
Many leaders live in a state of readiness they no longer notice. They check messages before standing up in the morning. They anticipate disagreement before a conversation begins. They prepare responses before anyone finishes speaking. At first, this feels like responsibility. Over time, it becomes physiology. The body learns to expect interruption, so it stops settling. Attention shortens. Everything begins to feel slightly time-sensitive—even when it isn’t. This isn’t only about workload. It’s about nervous system posture. Earlier in The Human Shift, The Shift from Bracing to Grounding , we explored bracing—the body preparing to endure pressure. Constant readiness is a quieter version of the same pattern. Leaders aren’t reacting to the present demand. They’re reacting to a predicted one. And prediction changes perception. When leaders remain perpetually ready, they begin interpreting more situations as urgent than they actually are. Conversations compress. Listening becomes strategic instead of receptive. Discernment narrows. Reframe Urgency is not always information. Sometimes it is anticipation that the body hasn’t updated yet. One Grounded Practice Today, before responding to a non-emergency message or request, pause for one full breath cycle. Not to delay action. To confirm necessity. Notice: • Did the situation actually require speed? • Or did your body simply expect it? Grounding begins by distinguishing immediacy from importance. Closing Reflection Where in your leadership are you responding to expectation rather than reality? Contextual Depth Signal In my coaching work, leaders often discover their decision fatigue is less about volume and more about constant readiness. When urgency is recalibrated, clarity returns quickly—without reducing responsibility. In the shift, Dr. Nika White P.S. What in your work currently feels urgent—and what might simply be asking for your presence?

Inclusion Isn’t Exhausting — Disconnection Is

By Nika White • February 24, 2026
Inclusion Isn’t Exhausting—Disconnection Is: Why fatigue around inclusion often signals something deeper than disagreement When people say they’re tired of inclusion work, they are rarely describing values. They are describing an experience. Often it sounds like resistance on the surface. But beneath it, something more specific is happening: Disconnection from meaning. From impact. From each other. Sometimes from themselves. Inclusion becomes exhausting when it is treated as an initiative rather than an environment. When language expands but daily experience doesn’t change. When expectations increase faster than people’s capacity to understand or embody them. The effort then feels performative instead of relational. Earlier in The Human Shift, Culture Is What People Carry Home We explored how inclusion fatigue often emerges when people cannot locate inclusion in lived interactions—only in messaging. Without experience, even well-intended work begins to feel like compliance. The fatigue isn’t coming from caring too much. It’s coming from not knowing where caring actually lands. Reframe Fatigue is not a failure of values. It is a signal of misalignment. And misalignment does not ask for abandonment. It asks for reconnection. One Grounded Practice Instead of asking, “How do we do inclusion better?” ask: “Where are people most disconnected right now?” Listen specifically for: moments people feel unseen moments people feel cautious speaking moments effort does not match impact This shifts the conversation from strategy to experience—and experience is where inclusion either exists or does not. Closing Reflection If inclusion were measured by everyday interactions instead of organizational intention, what would you notice first? Contextual Depth Signal In my equity and leadership advisory work, organizations often regain momentum not by adding new initiatives but by reconnecting daily behavior with stated purpose. When inclusion becomes experiential rather than instructional, energy returns quickly. In the shift, Dr. Nika White P.S. Where in your environment right now does inclusion feel most like a requirement—and where does it feel like belonging?

The Stories We Tell Under Pressure

By Nika White • February 16, 2026
Under pressure, leaders tell stories quickly. About intent. About risk. About who can be trusted. About what’s possible. These stories shape behavior long before policies or plans do. Often, they go unexamined solidifying into assumptions that guide decisions and culture quietly. Reframe Stories don’t just explain reality. They create it. Especially in moments of uncertainty. One Grounded Practice The next time tension rises, ask: “What story am I telling myself right now—and what story might someone else be telling?” This question opens space for curiosity instead of certainty. Closing Reflection What story is guiding your leadership right now—and does it still serve? Contextual Depth Signal Working with leadership narratives (especially under pressure) is a core part of my coaching and facilitation work. When stories shift, behavior often follows. In the shift, Dr. Nika White

Accountability Without Shame

By Nika White • February 9, 2026
Many leaders associate accountability with discomfort—and assume that discomfort is necessary for change. But there’s a difference between discomfort that leads to growth and shame that leads to withdrawal. Shame narrows attention. It triggers defensiveness. It interrupts learning. And yet, many accountability practices rely on it—often unintentionally. True accountability doesn’t require humiliation or fear. It requires clarity, dignity, and repair. Reframe Accountability is not about control. It’s about alignment. And alignment happens best when people feel safe enough to stay present. One Grounded Practice Before offering feedback, pause and ask: “Is my goal correction, or connection that allows correction to land?” This shift often changes: Tone Timing Impact Accountability rooted in dignity sustains trust rather than eroding it. Closing Reflection Where might accountability become more effective if shame were removed from the equation? Contextual Depth Signal This distinction is foundational in how I support leaders navigating performance and culture. Accountability without shame strengthens trust and resilience—especially in moments that matter most. In the shift, Dr. Nika White

Culture Is What People Carry Home

By Nika White • February 2, 2026
Culture doesn’t end when the meeting does. It lingers in the body long after the workday is over showing up in dinner conversations, sleep patterns, patience levels, and the quiet exhaustion people struggle to name. We often talk about culture in abstract terms: values, engagement, and belonging. But culture is experienced somatically. It’s how it feels to speak up. How it feels to make a mistake. How it feels to be seen—or overlooked. When work consistently requires people to brace, perform, or self-monitor, the cost doesn’t stay at work. It travels home with them. Reframe Culture is not what organizations intend. It’s what people absorb. And what people absorb shapes how they show up everywhere else. One Grounded Practice Ask yourself: “How do people likely feel at the end of a typical workday with me?” Not how you hope they feel. Not what the values statement says. What their nervous system might carry. This question alone can shift how leaders present themselves in small but meaningful ways. Closing Reflection What might change if culture was measured by what people carry home, not what’s written on the wall? Contextual Depth Signal This lens (culture as lived experience) is central to my work with organizations. When leaders begin here, culture change becomes less performative and far more honest. In the shift, Dr. Nika White