Learning from Past: Clarifying Our Approach to EDI Leadership

Learning from the Past: Clarifying Our Approach to EDI Leadership

July 2025
By Undraye Howard

EDI has taken a bad rap and has been criticized harshly and unfairly. One of several mistakes or fallacies with past EDI efforts is that we have relegated the EDI journey based on identities while excluding others from the equity journey.

In today's interconnected world, the conversation around Equity, Diversity, and Inclusion (EDI) has evolved from a moral imperative to a strategic necessity. Organizations that fail to embrace EDI principles don't just risk falling behind—they risk becoming irrelevant. Great leaders understand that supporting EDI isn't about checking boxes or following trends; it's about unlocking human potential and driving sustainable success.

EDI Must Include Everyone

However, we must avoid the mistake of making the equity journey solely based on identities. Let me be clear: we must recognize that individuals have been unfairly treated, marginalized, and dismissed based on their identities, and figure a pathway forward in how we identify and deal with this.

But as we move forward, this equity journey must include all voices—yes, all voices. Because everyone has a part to play in supporting an equitable future, all voices need to be a part of this journey. Regardless of whether we agree or not, we face and learn from our past.

Every voice has to be included in this equity journey regardless of identities or lived experiences, whether we agree or not on certain issues related to equity. This is the only way the equity journey moving forward will work.

What Great Leaders Recognize

Great leaders recognize this equation: that all voices need to be a part of the equity journey. EDI is fundamentally about leadership excellence. It requires the courage to examine systems, the wisdom to listen to different perspectives, and the commitment to create environments where everyone can thrive.

Leaders who champion EDI demonstrate several critical qualities:

• They understand that EDI work requires genuine dedication, not performative gestures.
• This means investing time, resources, and political capital in meaningful change initiatives.
• They recognize that effective leadership in diverse environments requires understanding different cultural contexts, communication styles, and perspectives on success and collaboration.
• They address root causes rather than symptoms, examining how organizational structures, processes, and cultural norms either support or hinder inclusion.

EDI Requires Meaningful Action

Supporting EDI requires leaders to move beyond comfortable conversations and take meaningful action. This includes:

• Creating psychological safety where difficult conversations can happen
• Implementing fair and transparent processes for advancement and recognition
• Measuring progress through concrete metrics rather than good intentions

The Cost of Ignoring EDI

The question isn't whether organizations should support EDI—it's whether they can afford not to. In an era where talent is the primary competitive advantage and markets demand authentic engagement with diverse communities, EDI isn't optional for great leaders.

It's the foundation upon which sustainable, innovative, and successful organizations are built. The leaders who recognize this reality and act accordingly won't just create better workplaces—they'll create better futures for everyone.

The time for half-measures and hesitation has passed. Great leadership demands nothing less than full commitment to equity, diversity, and inclusion.