These offer valuable insights into how DEI initiatives can reshape our understanding of meritocracy, enhance inclusion, and broaden the definition of talent in the corporate world.

And - to stop getting caught up in the politicization of DEI by people who navigated office politics better than most.

5. Rescuing Diversity from the DEI backlash: Financial Times showcases companies like IBM and Scotiabank that have integrated comprehensive DEI initiatives linked to business metrics; aligning diversity efforts with broader business goals.

www.ft.com/content/18a8...

4. A DEI Strategy Framework for Success: McKinsey & Company provides a comprehensive framework for setting and achieving successful DEI strategies within organizations.

www.mckinsey.com/capabilities...

3. Creating a Culture of Meritocracy and Collaboration: This guide discusses how embracing a culture of meritocracy and collaboration is essential in today’s diverse and interconnected corporate landscape.

www.thehrdirector.com/features/div...

2. Expanding and Diversifying Your Talent Pool: An in-depth look at how DEI initiatives in talent acquisition can create a workforce that reflects a wide range of backgrounds, experiences, and perspectives.

www.techfunnel.com/hr-tech/dei-...

1. The Role of Mentorship and Sponsorship in Career Advancement: This article explores how mentorship and sponsorship are instrumental in creating a strong, inclusive culture that drives development and professional growth

www.forbes.com/councils/for...

In reality, DEI acknowledges the lie of a “pure meritocracy” and works to create a better, fairer system for everyone.

For those interested in delving deeper into the main points I’ve highlighted, here are some insightful resources below:

So when the anti-DEI pushback comes in hot, remember: it’s a reaction to losing the old, comfortable, and often exclusionary status quo. It’s reductive because it assumes that more inclusion means less merit.

When companies open their talent pipelines and redefine what “great talent” means, they discover a whole world of high-potential employees they would’ve never seen before. DEI isn’t about lowering the bar; it’s about realizing the bar was never evenly applied to begin with.

This doesn’t mean giving a job to someone unqualified. It means acknowledging that “qualified” doesn’t always wear a certain suit or have the same resume bullet points. Or communicate their track record a certain way.

DEI doesn’t reward incompetence. In fact, it does the opposite: it encourages us to see talent where we might’ve previously overlooked it. Instead of fishing in the same old ponds (like a handful of Ivy League schools), DEI suggests we broaden our search to more places, more backgrounds.

Inclusion is recognizing that we’re better off today than before because more people have more opportunities. DEI isn’t about punishing anyone; it’s about ensuring that people who were historically shut out can finally walk through doors they were once kept away from.

Think about it: once upon a time, certain groups couldn’t vote, own property, couldn’t even enter certain institutions. Over generations, we’ve chipped away at those barriers. DEI continues that work by breaking the old exclusivity and reminding us that society is richer when everyone can contribute

DEI is often misunderstood as giving “unqualified” people a free pass. But the “D” and “E” stand for Diversity and Equity, and the big one—Inclusion—points to a society evolving. We have laws now that protect individuals from discrimination and grant rights previously denied. That’s progress.

High-level executives often aren’t the hardest workers in the company. They’re people who managed to gain trust, navigate office politics, and fit well with upper management’s comfort zones. Yes, skill matters. But it’s who you know, who likes you, and the biases at play.

The corporate world loves the idea of meritocracy. But talk to any top performer, and they’ll mention moments where someone took a chance on them—not because of a perfect record, but because a mentor or sponsor saw potential. That’s not strict meritocracy; that’s human judgment.

Some folks feel threatened by changes that challenge what they’ve assumed for a long time: that success in corporate life is solely about “merit.” But is it really? Let’s break this down.