5 Ways To Get Your Employees Invested In DEI

Dr. Nika White • August 15, 2022

Imagine this: you and your team just got back from a life-changing diversity, equity, and inclusion (DEI) training. Now what? Folks have gone back to their offices, closed their doors, and hopefully, someone on the DEI council will integrate the learnings somehow.

If we approach DEI experiences like trainings, sessions, and conferences as one-off events where “someone else will integrate it,” we leave powerful learning and opportunities on the table. I understand that not every employee cares to do the work of DEI. But convincing them to become invested may not be as hard as you think.

Building an inclusive, equitable workplace that works for everyone involves everyone’s participation. If you’re struggling with getting folks from the C-suite to the accounting department and all the way down to the receptionist to have an interest in DEI, here are 5 ways to get your employees invested in diversity, equity, and inclusion.

1. Encourage employees who aren’t DEI professionals to participate in events and trainings

For someone working in a department unrelated to DEI, it can be challenging to convince them why they should care. It’s not their area of expertise, and perhaps, from their perspective, DEI doesn’t seem to affect their department or work relationships.

As a person in leadership , think about how you can encourage folks who don’t engage with DEI to give it more serious consideration. I recommend inviting them to attend DEI seminars, training, or conferences–even if they don’t think it’ll be relevant.

Part of getting folks invested in DEI is raising awareness that everyone benefits from a more inclusive and equitable workspace. In settings like DEI workshops, people can begin to see how what they perceive as a normal day in the office could actually use improvements in terms of developing a culture of belonging, increasing inclusivity, and being open to differing opinions and identities.

By encouraging employees who don’t typically attend these sessions to go and explore, we’re inviting them to take ownership over their education on the matter and to use that knowledge to better their department.

2. Use the divide-and-conquer method to increase engagement in DEI experiences

If you and your team are attending a DEI conference or training, try dividing up and having each person go to a different session. The benefit of splitting up is that you increase the knowledge collected by each individual who will then return to the group with new ideas and concepts–resulting in a whole body of learnings that’s greater than the sum of its parts.

What dividing up also does is it gets individuals to engage with the work without the protective cocoon of colleagues. DEI is inherently personal. Our personal identities show up differently depending on the rooms, people, or places around us.

What one colleague will experience in a conference room will be different from another. Therefore, creating a situation where one team member will have their own individual experience when faced with DEI concepts, then inviting them to take their experience back to the group, is an effective way to create an engaging and educational experience for everyone.

The divide-and-conquer method will increase your team’s engagement with DEI, put the philosophy into context, and encourage group conversations when the event is over. Plus, consider asking those who attended these sessions to start projects that champion DEI in their respective departments. As we’ll see in the next point, doing the work of DEI shouldn’t be the sole responsibility of those working in the HR or DEI departments.

3. Make engaging in DEI work a paid opportunity

One of the biggest faux pas that organizations make is they don’t compensate employees for choosing to be on an employee working group (ERG), business resource group (BRG), or DEI council. This is not extracurricular work. This is business-critical work and should be compensated.

For a lot of the people leading ERGs, BRGs, or DEI councils, the assumption is that these individuals have a passion for the work and that they’re inherently equipped to do it. However, there’s a difference between having the will and having the skill. Funding staff to go to DEI conferences and making participation in councils a paid part of their work helps justify their investment and interest in DEI.

Paying employees to do what is mostly considered “voluntary work” should be a priority, perk, and part of your business’s budget. Being paid for DEI work motivates employees and can improve the quality of the initiatives they bring to your organization.

4. Invest in a DEI resource library

For some people, conferences and in-person meetings are not the best way to learn about DEI. Part of the beauty of embracing diversity is understanding that people learn differently.

There are many ways to gain knowledge about the topic and we as business owners and leaders have to be sensitive to the learning styles of our staff. We want to ensure everyone has the opportunity to be a part of a culture of inclusivity and belonging while not assuming everyone learns best in an in-person setting.

One way to engage those who prefer to learn about DEI in privacy is to invest in a company resource library with physical, digital, and perhaps audiobooks. This resource library should be widely available, updated frequently, and easy to access.

While one employee may show amazing enthusiasm in a session, another may wish to read privately on their own to develop an opinion or gain knowledge. Although person one may give leadership instant gratification for their participation, don’t forget that some people may not outwardly express their interest in the topic. And that’s perfectly fine.

The goal is to create as many avenues for engagement as possible–whether that’s reading a book during an employee’s lunch break or engaging in a learning circle (which we’ll talk about next), we want employees to learn, reflect, and develop their own interest in the work.

5. Host learning circles to reflect and share knowledge

One of the most powerful ways to process DEI information, especially after a formal experience, is to host a learning circle . Learning circles are intimate group conversations where attendees and others can process the information they learned in a safe and brave space.

Oftentimes, learning circles are the only place where some employees can share their honest thoughts about a certain topic. For those employees, attending a conference and sharing how they felt about the content, what curiosities came up, and how they hope to apply their learnings to their work can be a powerful way to increase their engagement.

It’s in those moments of critical reflection that we move from philosophy to action. We begin to strategize on how to apply what we learned in a DEI experience. The work of generating ideas for a more diverse, inclusive, and equitable workplace is no longer placed on the shoulders of a few. The responsibility is divided among many and that’s a good thing for a business dedicated to DEI.

Final thoughts

It’s not easy to convince someone who isn’t passionate about DEI or doesn’t think it applies to them to get engaged in the work. However, by investing in the right ways, your business can enjoy the benefit of a renewed interest in the topic.

Encouraging employees to attend DEI events, paying them for their participation in working groups, investing in a resource library, and hosting learning circles are all ways to invest in your employees so they’ll feel more engaged in DEI.

We have to get more sophisticated about not simply asking people to be a part of the experience and then allowing that moment to end. How can we further our experiences to put the learnings into practice? It all starts with investing in our employees and developing a company-wide interest in DEI–one valued employee at a time.

 

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

The Body Knows Before the Mind Does

By Nika White • January 26, 2026
Before leaders articulate misalignment, the body often registers it first. Sleep disruptions. Tightness before meetings. A low-grade fatigue that doesn’t resolve with rest. These are not failures of resilience. They are signals of adaptation. The nervous system is constantly scanning for safety, threat, and load. When demands exceed capacity, the body adjusts—sometimes through tension, sometimes through withdrawal, sometimes through control. Leadership cultures that reward composure often train people to override these signals. But ignoring the body doesn’t eliminate its intelligence. It just delays the cost. Reframe The body is not an obstacle to leadership. It’s an early warning system. Leaders who learn to listen sooner tend to retain more choices later. One Grounded Practice Once a day, pause and ask: “What sensation is most present in my body right now?” No analysis. No fixing. Just notice. This simple practice builds the muscle of attunement, allowing leaders to respond to strain before it hardens into burnout or reactivity. Closing Reflection What has your body been signaling that your mind has been negotiating with? Contextual Depth Signal This work (helping leaders recognize and respond to bodily signals) is central to how I support sustainable leadership. When leaders trust this form of intelligence, decision-making becomes clearer and cultures become more humane. In the shift, Dr. Nika White

Capacity Is Not Infinite

By Nika White • January 20, 2026
High-capacity leaders are often rewarded for stretching. Carrying more responsibility. Absorbing more tension. Operating as the stabilizer when systems feel strained. Over time, this becomes identity: I ’m the one who can handle it. But capacity is not limitless and treating it as such eventually erodes judgment, creativity, and relational presence. Honoring capacity is not about doing less; it's about doing more. It’s about leading sustainably. When leaders ignore capacity signals, they don’t just risk burnout; they lose access to discernment. Decisions become reactive. Boundaries blur. The work begins to feel heavier than it should. Reframe Capacity is not a measure of worth. It’s information. And leaders who listen to it lead longer and better. One Grounded Practice This week, experiment with this question: “If I were stewarding my capacity—not spending it—what would change here?” Notice: • Where you’re saying yes by default • Where rest is postponed rather than planned • Where responsibility has quietly become self-abandonment Stewardship is a leadership practice, not a personal failure. Closing Reflection What is your capacity asking of you right now? Contextual Depth Signal In my leadership programs and advisory work, capacity stewardship is treated as a strategic skill—not a personal preference. Leaders who learn to work with capacity create more resilient teams and more humane outcomes. In the shift, Dr. Nika White

The Shift from Bracing to Grounding

By Nika White • January 12, 2026
Bracing is one of the most common and least discussed leadership patterns I see. It shows up quietly: A tightening in the chest before a meeting... A subtle urgency in decision-making... A readiness to withstand rather than to engage... Most leaders don’t recognize bracing as something they’re doing. They experience it as who they need to be in order to perform. Bracing becomes synonymous with responsibility, strength, and composure. And yet, bracing is not a leadership trait. It’s a nervous system response. Bracing is what happens when the body senses pressure and prepares to endure it. It’s adaptive. Intelligent. Protective. Especially for leaders who operate in high-stakes environments where mistakes feel costly and steadiness is expected. The problem isn’t bracing itself. The problem is living there. Grounding is the shift that allows leaders to remain connected to themselves while meeting the moment. It doesn’t reduce standards or urgency. It changes how those standards are held. When leaders are grounded: Authority feels embodied, not force Decisions include more discernment and less reactivity Others experience safety without the leader having to perform calm Reframe Bracing narrows leadership capacity. Grounding expands it. This isn’t about eliminating stress. It’s about not allowing stress to hijack presence. One Grounded Practice This week, notice when you brace—not why. Pay attention to: The moment just before a difficult interaction The impulse to speed up or tighten control Physical cues like shallow breath or jaw tension Instead of correcting it, try this: Place one hand on your body (chest, stomach, or thigh) and slow your exhale by two counts. That’s it. Grounding often begins with the body, not the mind.  Closing Reflection Where might grounding serve you better than bracing right now? Contextual Depth Signal This shift—from bracing to grounding—is foundational in my coaching and leadership work. It’s where leaders begin learning how to stay present and authoritative under real pressure, rather than relying on endurance alone. In the shift, Dr. Nika White

The Human Shift: Humanizing how we work and live, one intentional shift at a time.

By Nika White • January 6, 2026
Introductory Issue: A New Chapter (Formerly Inclusion Insider) For several years, Inclusion Insider held space for conversations that needed to happen—about equity, access, belonging, and accountability at work. That work mattered.
 And the world kept moving. What I’ve observed—across boardrooms, leadership teams, workplaces, and communities—is that the challenges leaders are facing now require more than language, policies, or frameworks alone. They require presence. Regulation. Discernment. A deeper understanding of what it means to remain human amidst accelerating change and frequent disruption. The Human Shift reflects the work I’m committed to now. This is not a departure from inclusion.
It is an evolution of it. What This Shift Is About We are living through an era of relentless technological acceleration, heightened expectations, increased pace, and mounting pressure. Strategy is abundant. Information is endless. What’s often missing is the capacity to move through change without bracing, numbing, or losing ourselves. The Human Shift exists to slow the moment just enough to ask better questions. Here, we explore: Leadership through the nervous system Culture through lived experience, not slogans Storytelling as a force for meaning, trust, and change The future of work through a human—not extractive—lens This is a space for sense-making, not soundbites.
 For integration, not urgency.
 For intentional shifts that actually endure. The Human Shift: A Manifesto We are not short on ambition.
 We are short on regulation. We are not lacking tools.
 We are lacking the capacity to use them wisely under pressure. The Human Shift is for leaders who understand that performance without presence is unsustainable. That culture without connection is brittle. That progress without humanity costs more than it gives. Here, emotional regulation is treated as leadership capacity.
Storytelling is treated as infrastructure.
Humanity is treated as a strategic advantage—not a soft add-on. This work honors the truth that the future will not be shaped by those who move the fastest. It will be shaped by those who can remain human while everything moves. That is the shift. What to Expect Here Each issue will offer: A grounded reflection on leadership, culture, or change Insight rooted in lived experience, not performance Language for what many feel but haven’t named Space to reflect—without pressure to “fix” or optimize Some weeks will feel reflective. Others will feel challenging. All are intended to support intentional movement rather than reactive motion. A Closing Reflection If you’ve felt the tension between who you’re expected to be and who you actually are at work…
If you’ve sensed that the next level of leadership requires less force and more presence…
If you’re curious about what becomes possible when we stop bracing and start grounding— You’re in the right place. This shift doesn’t happen all at once.
It happens one intentional shift at a time. In the shift,
 Dr. Nika White