Reflections And Tensions On Business Growth And DEI Work

Dr. Nika White • June 22, 2021

As an entrepreneur and DEI consultant, I often find myself torn between the two worlds. In one world, capitalism, productivity, and constant growth are often at odds with diversity, inclusion, and equity. As I reflect on my journey, I realize there are a few aspects of being an entrepreneur and DEI consultant that conflict. Here’s how I reconcile the worlds of business growth and DEI.

I remind myself of how valuable DEI is in the business world

 
It’s no secret, DEI is work. It takes time and energy to look inward, analyze where our businesses have knowledge gaps, and pull out actionable steps to create a better company. I find that in the business world unless something makes money or is considered “productive”, it’s undervalued. As much as I love DEI and find value in the work, many companies don’t. Some executives may ask, “how can DEI make us money or help us innovate a better product?” For some, looking inward to build a better company dynamic and using new DEI frameworks for their employees isn’t valuable. I have to constantly remind myself that DEI is the backbone of good business to fuel my mission to get people on board with the work. We as business owners need to see DEI as a tool for growth and productivity in our companies. We should understand that if we want to build a better company, product, and grow, we have to work from the inside out. And that means working on how we see and implement DEI in our businesses.

I focus on growing my business without compromising my DEI values

 
I often feel conflicted between growing my business and seeing it flourish, while also staying true to my DEI values. Many of which include supporting my staff to avoid burnout, creating a diverse workforce with many lived experiences, and keeping clear communication at the forefront of the business.


I’ve always believed in my work as a consultant and how NWC helps others grow, but I’m also conscious of how supporting growth has trade-offs with real impacts on my staff’s mental and emotional needs. In a highly productive business world, growing a company often means disregarding the mental, physical, and emotional needs of the people who work with you.


That’s a mistake. At NWC, I’ve made it a focus to always keep DEI values at the front of the work I do. I stay focused and mindful about the mental and emotional needs of my staff and myself and grow the business with those values guiding the way.

I understand that even my DEI consultancy still has work to do

 
I often see businesses that think DEI is a magic pill or something they can do once that can solve their problems overnight. But I’ve come to learn over the years that DEI is a journey, not a destination. It’s important to have realistic expectations about how DEI can influence a company and how much DEI work is needed to make real change.
For example, some companies and individuals may think that my DEI consultancy is perfectly aligned one hundred percent of the time with every DEI best practice and have no DEI issues of its own, but that’s an unrealistic expectation. No business is perfect, and even a DEI consultancy like mine can have multiple identities that conflict, challenges with communication, and social dynamics that privilege some while disadvantaging others. It’s humbling to know that even though your business is on a path to improve DEI, so are we at NWC. We’re on this journey together and it’s powerful to reflect on how NWC supports businesses in reaching their DEI goals while also being transparent about our inner work, too.

I understand DEI work is personal

 
As we help companies grow and reach their DEI goals, the staff at NWC often have their own personal feelings and reactions to the work we do. Many of us including myself hold complex identities and may feel triggered while supporting another business’ initiatives. It can be challenging to work through systemic issues around race, gender, disability, or class and not feel some emotional response in the process.


It’s no secret that DEI work is personal, for your business, employees, and all of us here at NWC. Holding space for others can be a challenge when we’re working through the same challenges in our personal lives. But we’re human and we do our best to show up fully even when we’re feeling complex emotions about the work.

Final thoughts

 As a consultancy, we, too, experience growing pains around DEI and productivity. Whether we’re experiencing the very thing we’re supporting your business in solving or we’re feeling the work is undervalued, we still find the drive to come back and continue on. We know there are tensions in business and DEI but that’s the great benefit of the work. We can sit in the discomfort of the work and still show up every day to help our businesses do better.

It’s our purpose and joy to be present for the good and bad and come out resilient. We know DEI isn’t easy for anyone but as long as we continue to sit in the discomfort and find a healthy balance between business growth and DEI, we’re confident that our business and yours will thrive.

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:

By Nika White May 4, 2026
High-capacity leade rs often say: “I’ll take care of it.” At first, it’s situational. Then it becomes habitual. Eventually, it becomes identity. You’re the one who handles things. The one people trust. The one who doesn’t drop anything. But identity-level responsibility is different. It doesn’t turn off. Earlier in The Human Shift, Capacity is not Infinite, we explored capacity as information. When responsibility becomes identity, capacity signals are often overridden—not because leaders don’t feel them, but because they don’t believe they can respond to them. A Reframe Responsibility is a role you hold. Not a definition you carry. One Simple Practice Today, notice one “yes” you give automatically. Pause. Then ask: “If I didn’t see this as mine by default, what would I choose?” Question To Consider Where has your sense of responsibility expanded beyond what is actually yours? What This Looks Like In Practice In leadership development work, one of the most important shifts is helping leaders separate identity from role. When that happens, both performance and sustainability improve. In the shift, Dr. Nika White P.S. What responsibility do you carry right now that no one explicitly asked you to hold?
By Nika White April 27, 2026
Some leaders become known as “the calm one.” The one who steadies the room. Who doesn’t react. Who absorbs tension without showing it. It’s a valuable presence. But over time, it can quietly become a role you feel responsible to maintain. Not because it’s always needed. But because it’s expected. Earlier in The Human Shift, The Shift from Bracing to Grounding , we explored how leaders often move into bracing without realizing it. Being “the calm one” can sometimes be a more refined version of the same pattern—holding steady externally while managing pressure internally. A Reframe Calm is not a performance. It is a state that requires support. One Simple Practice Notice one moment today where you feel responsible for stabilizing others. Instead of immediately holding that role, pause and ask: “Is steadiness needed here—or am I used to providing it?” Question to Consider Where has your composure become something you feel you must maintain rather than something you can access? What This Looks Like In Practice Many leaders I work with don’t struggle with composure—they struggle with the cost of sustaining it alone. When shared steadiness becomes possible, leadership begins to feel lighter. In the shift, Dr. Nika White P.S. Where in your leadership do you feel most responsible for “holding the room”?
By Nika White April 20, 2026
Some leaders repeat directions often. Others rarely need to.  The difference is not position. It is trust in their steadiness. Authority rooted in pressure requires monitoring. Authority rooted in presence requires less reinforcement. This connects back to grounding, in The Human Shift, The Body Knows Before the Mind Does. When leaders are regulated, direction travels clearly without amplification. Reframe Authority is not measured by force. It is measured by reliability. One Grounded Practice Before giving direction, slow your speaking pace by 10%. Then deliver the message once, clearly and calmly. Consistency communicates confidence more than volume does. Closing Reflection Do people follow your direction because they understand — or because they feel urgency? Contextual Depth Signal Leaders who cultivate a steady presence often find they need fewer reminders, corrections, and escalations. Regulation reduces management load. In the shift, Dr. Nika White P.S. When you give direction, what do you think your team experiences — clarity or pressure?
By Nika White April 13, 2026
Leaders often focus on how meetings go. But the greater influence is what happens afterward. What people replay during their commute. What they describe at dinner. What they anticipate the next morning. Leadership is remembered less for exact wording and more for internal experience. Earlier, in The Human Shift, Culture Is What People Carry Home, we discussed how the emotional residue of leadership interactions shapes engagement more than policies do. Reframe Leadership influence continues after the conversation ends. One Grounded Practice After a meeting, pause for one minute and ask: “If I were in that conversation as a participant, how would I feel right now?” Not how you intended. How it likely landed. Closing Reflection What emotional tone do your interactions leave behind? Contextual Depth Signal Organizations often attempt culture change through communication strategies, but emotional experience — not mes saging — is what employees actually carry. In the shift, Dr. Nika White P.S. After a typical meeting with you, what do you think people feel most — clarity, pressure, or steadiness?
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?
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?
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
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?
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?
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?