Is DEI really “dead”? Not quite. At least, not in Canada. However, the tone has shifted, raising important DEI questions for business leaders about how to maintain momentum and meaning in this work. The urgency that once fueled bold commitments has softened into something quieter and more cautious. Many organizations are still putting in the work, but for others, it feels like progress has slowed, or even stalled, whether due to global backlash, DEI fatigue, or a myriad of other reasons.
Perhaps part of the challenge lies in the fact that some business leaders aren’t asking the right questions. If you’re a business leader, the questions you ask about DEI matter far more than the statements you make. So, let’s do a leadership self-check. If you’re feeling stuck in the DEI space, start here: three DEI questions for business leaders to ask about DEI that separate the intentional from the impactful.
Question #1: Are we measuring impact, or just activity?
What do we mean: It’s important to keep track of what you’re doing – whether that’s number of trainings, events, or new hires – so you can better understand the full scope of your efforts. We often tell our clients to keep a simple running list of all their DEI activity (no matter how big or small); it helps build a roadmap and ensures nothing gets forgotten. But tracking activity is just the first step. Measuring impact (which means looking at what actually improves, whether retention rates, promotion equity, psychological safety, employee wellbeing, or whatever else) is where meaningful progress begins.
Why it matters: Without impact metrics, DEI risks becoming performative and loses credibility fast. Employees see through surface-level efforts, and leaders miss the chance to fix the real gaps. If you’re only tracking activity, you’re not learning whether your workplace is actually more inclusive, or just busier.
Where to start: Start by asking, “What metrics are we using to measure progress?” Go beyond headcounts. Pair representation data with engagement scores, psychological safety surveys, and exit interview insights. Look for patterns in who stays, who advances, and who feels heard.
If you’re not measuring impact, you’re not moving the needle. In DEI, what gets measured gets managed – and what gets managed, gets better.
Question #2: Does our DEI strategy include psychological safety?
What do we mean: Representation matters, but inclusion is felt in the everyday moments – how people interact, speak up, and challenge ideas. Psychological safety means employees feel safe to voice concerns, share feedback, and admit mistakes without fear of retaliation. If people fear speaking up or regularly encounter microaggressions, DEI won’t succeed – no matter how diverse the team looks on paper.
Why it matters: Psychological safety is the foundation of real inclusion. It’s directly linked to engagement, innovation, and mental health. A recent report by Mental Health Research Canada on psychological health and safety in the workplace found that 23% of employed Canadians believe their workplace is not psychologically safe. When psychological safety is missing, employees disengage, burnout rises, and progress stalls. (If you haven’t already, for more on why mental health and psychological safety belongs in the DEI conversation, check out last month’s blog post.)
Where to start: Audit your team norms and leadership behaviours. Are meetings dominated by a few voices? Do people feel comfortable challenging decisions? Gather data – use engagement surveys, psychological safety assessments, and feedback channels. Link these insights to your impact metrics from Question #1.
Question #3: Who is accountable for DEI success, and how?
What do we mean: DEI can’t live in an HR binder or a quarterly report; it needs to be embedded throughout the organization’s DNA – especially at the leadership level. Is inclusion tied to leaders’ performance reviews and KPIs? Are managers trained and measured on inclusive behaviours, not just technical results? Accountability isn’t about HR carrying the load; it’s about making DEI a shared responsibility across the organization, starting at the top.
Why it matters: As written in Forbes, accountability creates an expectation, connects expectation to responsibility, enables decision-making, and encourages proactive and sustainable movement. This prevents stagnating or veering off course, while simultaneously ensuring that responsibility for tangible outcomes cannot be shirked. Without accountability, DEI remains a “nice to have” instead of a business priority.
Where to start: Make inclusion part of manager scorecards and leadership evaluations. Set clear expectations for inclusive behaviours, and track them across the organization. Recognize and reward leaders who move the needle, and support those who need to grow.
DEI succeeds when it’s owned by everyone, measured by leaders, and embedded in how you do business – not just how you talk about it.
Bringing It All Together: DEI Questions for Business Leaders
Canadian workplaces have made progress, but the real work happens when leaders move beyond the surface and commit to systems that support every employee. If you want DEI to matter, start with these questions – and keep asking them, even when the answers are uncomfortable. Because in the end, inclusion isn’t about what you say – it’s about what you measure, who you encourage to speak up, and how you lead.
Ready to move from intentional to impactful? At Inclusive Kind, we help organizations turn tough questions into real progress. Reach out to us at hello@inclusivekind.com to start the conversation.