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Employee engagement plummeted, innovation stalled, and turnover among top performers climbed to 30% above the industry average. Customer complaints rose 34% as internal culture affected service. An estimated $20 million in productivity losses were linked to disengagement and conflict. As the former CTO explained, “We thought we were just being direct and results-focused. We didn’t realize we were creating a toxic environment that was killing our business from the inside.” 

Like the executives in this example, some leaders might discount reports of incivility, rudeness, and disrespect—saying employees are too sensitive. But left unaddressed, these behaviors erode profits. According to a SHRM analysis, incivility costs U.S. employers roughly $2 billion a day in reduced productivity and absenteeism. Another report puts the annual cost of incivility at $14,000 per employee.  

Incivility demands C-suite attention 

When rudeness goes unchecked, trust evaporates, people shut down, and top talent walks out the door. And if leaders don’t take that seriously, they’re leaving money on the table. Research published in the Harvard Business Review shows how incivility affects the bottom line:  

• Poor performance: 66% of employees who experienced incivility said their performance declined. Even witnessing rude behavior can cut performance by 20%. 

• Distraction: 80% of employees lose work time worrying about incidents of disrespect. 

• Less innovation: people who are treated rudely are 30% less creative and produce 25% fewer ideas. 

• Disengagement: 78% said their commitment to an organization declined after experiencing rude behavior. 

• Higher turnover: 12% of employees quit because of incivility, and replacing each one costs 150–200% of their salary. 

• Legal risk: Patterns of disrespect might escalate into hostility and even litigation; a single employment case can cost up to $250,000.  

It’s clear that incivility—while tempting to overlook—depresses performance, raises costs, and exposes organizations to avoidable compliance and reputational risk. 

Why civility is so hard to manage 

Incivility is subjective and often unnoticed. It rarely rises to the level of overt harassment or discrimination, so employees are unlikely to lodge formal complaints. Instead, the most common acts of incivility in the workplace are interrupting, being dismissive or rude, withholding information, and gossiping or spreading rumors.  

Even when these behaviors are unintentional, they can erode psychological safety—the foundation for trust, creativity, and collaboration. And because everyone defines “respect” differently, depending on their culture, generation, and personality, what feels like straightforward communication to one person can feel disrespectful to another. 

Imagine a manager says to his multigenerational team, “This report is not acceptable. I expect it to be redone by noon tomorrow.” The baby boomer on the team might think, “That’s direct feedback. Great.” But the Gen Z employee thinks, “That language was disrespectful and rude. Mistakes should be learning experiences. This workplace isn’t psychologically safe, and I’m looking for another job.”  

Same message, two different interpretations. That’s the challenge for leaders and why generic solutions don’t work. Without data, you’re guessing at the root cause and what might fix it. 

How leaders can stop the profit bleed 

Promoting civility isn’t coddling people; it creates an environment where people can focus, collaborate, and produce results. To build respectful workplaces, leaders need to observe group dynamics, establish norms, and promote psychological safety. 

1. Observe and listen to reveal signs of trouble

The first step in addressing incivility is awareness. Leaders need to pay attention to the subtle signals that something may be wrong: 

• Are meetings consistently running long because of tension or conflict? 

• Do certain employees avoid working with particular colleagues?  

• Are once-engaged team members suddenly quiet, withdrawn, or calling in sick more often?  

• Do emails or chat messages sound terse or dismissive? 

Then, leaders should create opportunities for employees to share feedback safely. If people don’t feel psychologically secure enough to speak up in a group, try one-on-one check-ins or anonymous pulse surveys that ask questions like, “On a scale of 1–10, how respectful was our collaboration this week?” 

2. Document patterns and get the data

Once you’ve observed warning signs, start documenting what you see. Track when and where incivility occurs—missed meetings, tense interactions, or abrupt emails—and note the context. Are problems linked to deadlines, leadership changes, or specific teams? 

Look for patterns, not isolated incidents. Logging these behaviors helps separate emotion from evidence. Over time, this record becomes a valuable data source you can use to brief the executive team or HR on what’s really happening.

3. Intervene before problems multiply

Small acts of incivility can snowball into hostility if leaders don’t step in quickly. Address them before frustration turns into disengagement or legal risk. 

Start by resetting expectations. Teams need explicit norms for how they communicate, debate, and deliver feedback. Shift the focus from blaming individuals to building a shared standard of respect. Ask, “What do we need to do to create a high-performing, respectful team?” and make those expectations part of your everyday culture.  

Use behavior-focused feedback. Describe what you observed and how it affected others. For example: “When you interrupted Jane in the meeting, it cut the conversation short and discouraged others from contributing.” This approach clarifies the issue without attacking someone or their intentions. 

Many managers simply aren’t aware of how their tone or style lands with others. Coaching helps uncover these blind spots, especially across generational or cultural lines. 

4. Escalate: Know when to seek outside help

When issues persist or appear across multiple teams, it’s a sign the problem is bigger than one manager or department. Systemic incivility requires an objective, data-driven approach that internal teams often can’t provide on their own. That’s when it’s time to bring in outside expertise. 

A psychosocial risk assessment provides hard data—identifying patterns of disrespect, disengagement, and distrust across teams. The result is a clear map of where incivility exists, what’s driving it, and how much it’s costing the organization. When you can show that a manager’s abrasive tone is costing the company $200,000 in lost productivity, you have the evidence needed to drive meaningful, accountable change. 

The competitive advantage of civility 

Companies that treat civility and respect as strategic priorities innovate faster, retain top talent, and operate more efficiently. Consider the following examples:  

• Microsoft saw a 32% increase in innovation metrics and an 8% reduction in attrition after focusing on civil behavior.  

• Cisco CEO Chuck Robbins credited $36 million in annual savings to a civility initiative that reduced toxic behaviors and boosted collaboration. 

And our Fortune 500 tech company? After implementing a psychosocial risk assessment and targeted leadership coaching, the business saw a 65% reduction in turnover and a 34% productivity increase within the first year.   

Civility is more than simply being nice or politically correct. When leaders have zero tolerance for rude behavior, organizations build winning cultures where people feel respected, trusted, and empowered to contribute their best work. 

Curious if a psychosocial risk assessment might benefit your organization? At the Center for Organizational Effectiveness, powered by Workplace Options, we help companies uncover the real costs of incivility and partner with them to design targeted interventions. Register for “Building Workplace Trust: The Key to Organizational Health and Effectiveness” to watch Shelley Willingham’s presentation on Workplace Incivility on demand.  

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Money worries are taking a measurable toll on mental health and day-to-day functioning, with 43% of Americans reporting depression, sleep disruption, and strained relationships, according to a Bankrate survey.  At the same time, there’s a lot of guilt and shame associated with money problems, making people reluctant to talk about their finances and less likely to get the help they need.  

That financial anxiety doesn’t stay at home. It shows up at work as distraction, exhaustion, and disengagement. In fact, stress costs U.S. employers more than $300 billion annually through increased healthcare expenses, higher absenteeism, and lower productivity.  

By providing support and guidance to help employees reduce their financial stress, employers can help workers improve their overall wellbeing. Building financial resilience is good for employees, but it’s also good for business—because it can eliminate one of the biggest obstacles to productivity and innovation. 

How does financial stress impact performance? 

The financial wellbeing of employees directly affects organizational health. When workers are preoccupied with money, productivity and morale suffer. Here’s how: 

• Lost focus and performance declines: In a recent survey, nearly 50% of workers say that financial stress distracts them during the workday. Many are managing personal finances on company time. 
• Higher absenteeism and turnover: Financial anxiety is a leading cause of sleep loss, burnout, and mental fatigue—factors that increase absenteeism and health care costs. Employees under financial strain are also more likely to seek new jobs that offer higher pay or stability. 
• Reduced engagement: Financial insecurity compounds disengagement, as employees struggling to meet basic needs find it difficult to connect with broader organizational goals. 
• Reputational risk: In competitive industries, neglecting employee wellbeing can damage employer brand and retention. A workforce experiencing chronic financial stress often mirrors broader equity issues, such as pay gaps or limited advancement opportunities. 

How can organizations turn financial wellness into a competitive advantage? 

When financial wellness becomes part of an organization’s culture, the impact extends beyond the balance sheet. Employees who feel financially stable are more engaged, innovative, and loyal. They have the mental bandwidth to focus on strategic goals, collaborate effectively, and bring their best ideas forward. 

According to Gallup, organizations that prioritize wellbeing see higher profitability and lower burnout. Financial wellness is one of five foundational pillars of that equation, improving individual resilience and organizational strength. The other contributors to wellbeing are meaningful work, strong social connections, physical health, and a thriving community. 

By viewing financial stress as a workplace risk, not a private issue, companies can move from reaction to prevention. Instead of addressing burnout after it happens, leaders can build systems that help employees manage stress before it escalates.   

What can leaders do to reduce financial stress? 

Creating a culture that supports financial wellbeing requires a holistic approach. Here are five ways organizations can take action: 

1. Normalize conversations about financial health. Stigma keeps many employees from seeking help. Leaders can model openness by including financial wellbeing in broader discussions of health and engagement. This might mean hosting lunch-and-learns, featuring financial wellness topics in internal newsletters, or sharing resources during benefits enrollment periods. 
2. Ensure equitable pay and transparent compensation practices. Financial wellness starts with fair compensation. Conduct regular pay equity audits to identify gaps across gender, race, and role levels. Transparency about pay ranges and promotion criteria builds trust and signals that the organization values fairness. 
3. Provide access to financial education and counseling. Employees who receive financial coaching experience reduced stress and improved focus. Employers can offer workshops on budgeting, debt management, and retirement planning—or partner with external experts to provide confidential, one-on-one sessions. 
4. Integrate financial wellness into employee assistance programs (EAPs). Many EAPs already support mental health, but few address the financial concerns that often drive anxiety. Expanding EAP services to include debt counseling, credit repair resources, and emergency savings programs can make these benefits more comprehensive and effective. 
5. Foster inclusion and empathy in leadership. Financial stress disproportionately affects employees from historically marginalized groups who face systemic barriers to wealth accumulation. Inclusive leaders recognize these disparities and respond with empathy—avoiding assumptions, listening to individual concerns, and offering flexibility where possible. For example, flexible scheduling or early access to earned wages can ease short-term pressures without stigma. 

How does personalized financial support benefit a multigenerational workforce? 

Financial wellbeing is a universal concern, but the sources of stress—and the types of support people need—vary widely. Each generation faces distinct financial pressures. Gen Z workers are focused on paying off student debt and building savings. Millennials are juggling housing costs, childcare, and unexpected expenses. Gen X employees are turning their attention to retirement savings, while baby boomers may be navigating healthcare costs or weighing when to retire. Factors such as location, family structure, and education further shape these realities, making personalized support essential. 

Employers that offer customized financial coaching and integrated wellbeing programs can make a measurable difference. By helping employees build practical skills—budgeting, managing debt, saving for emergencies, and planning for the future—organizations strengthen both financial stability and overall mental health. When employees feel more confident and in control of their finances, they experience less stress, make better decisions, and bring greater focus and energy to their work.  

Building a financially resilient workforce 

Leaders can’t control the economy, but they can control how they respond to it. Financial stress is one of the most common—and most overlooked—barriers to employee engagement and performance. When people are worried about paying bills, managing debt, or covering family expenses, their focus and creativity suffer.  

Many organizations already invest in mental health and wellness programs, yet those efforts fall short if they ignore the financial realities that drive daily stress. True wellbeing requires a holistic approach that includes financial education, coaching, and resources to help employees build confidence and stability.  

Forward-looking companies are making financial wellness a core part of their culture. They view it not just as a benefit, but as a strategic investment in people and performance. Supporting financial resilience strengthens employee trust, enhances retention, and contributes directly to organizational success. 

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

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The Employee Engagement Handbook changes that. It distills years of research, hard data, and real-world case studies into a practical roadmap for building high-performing, future-ready teams. This playbook cuts through the noise and focuses on what actually works: inclusive leadership, psychological safety, and people-first strategies that drive employee success and business results.

Learn More & Order Your Copy

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The opportunity is significant, yet the risk is equally real. AI can accelerate decision-making and free people to focus on higher-value work. But if organizations adopt AI without centering the human experience, they risk alienating employees, eroding trust, and undermining long-term performance. 

Why Human-Centric AI Adoption Matters 

Despite positive outcomes reported by those who are already using AI, workforce adoption is lagging. Data from Ernst & Young shows that 97% of senior business leaders whose companies are leveraging AI report measurable benefits from the investment. Yet, a Pew Research survey finds that only 16% of U.S. workers accomplish a portion of their work with AI and 81% aren’t using it at all. What’s more, women are less likely to use AI tools than men. 

This inconsistent adoption is fueled by real concerns. Workers are anxious about job security, skill relevance, and whether automation will replace their roles entirely. Others worry that using AI at work will make them seem lazy or less competent. Women, who often face harsher consequences when perceived as lacking expertise, are especially wary of anything that could damage their hard-won credibility.  

To overcome these barriers, leaders should set clear expectations. If everyone is expected to integrate AI into their workflow, the technology ceases to be a shortcut and becomes part of the role. AI should also be framed as a tool that enables greater creativity and problem-solving, not just a method to cut costs. 

“The messaging around AI has to be one that we care about you, that we see you, that we hear you, and that we want to know how to support you,” explains Valerie Merriweather, Founder and Chief Wellbeing Officer of Fitwell Solutions. “The key to fueling connection and engagement and trust is the messaging around AI, talking about how your organization is utilizing AI to improve the employee experience.” 

HR professionals have a pivotal role to play, because they understand how work gets done and how people experience that work. A human-centered approach to AI adoption can help employees imagine how the technology can shift their duties and enhance their performance.  

As Erica Rooney, Chief People Officer at Raleigh-based marketing agency Walk West, says: “It will take over those repetitive, automatic tasks that nobody loves, and give you more time to do the things that you do love. Leaders should be working with their teams to envision a different future, but one that still has people in it.” 

Strategies for a Human-Centered Transition 

To succeed, AI adoption must be approached as both a business transformation and a people strategy. CHROs and other executive leaders can accelerate adoption and reduce anxiety by embedding the following practices into organizational strategy:  

1. Communicate clearly and transparently. Change is unsettling, so leaders should be clear about why AI is being adopted, how it aligns with company strategy, and what steps will be taken to support employees through the transition. Transparent communication about ethical guidelines, training opportunities, and job impacts helps reduce fear and builds trust.  
2. Invest in AI education and training. Ensure employees feel equipped to use AI tools. Provide structured learning opportunities, from group training to dedicated “practice time” for experimenting. Leaders who share their own learning journeys reinforce the message that upskilling is a shared priority. The goal is to promote a culture of continuous improvement and career growth. 
3. Address AI bias proactively. One well-documented challenge with AI is the potential for bias, because generative tools like Chat GPT were trained on existing data sets. To mitigate risk, successful organizations create safeguards such as training on unconscious bias and inclusive prompt engineering. For example, a request to name the five most important philosophers might result in a list of Western thinkers. Adding “worldwide” results in different responses.  
4. Center humans to prevent errors. AI-generated outputs must always be reviewed by humans, whether they’re writing content, analyzing data, or researching a topic. Ensure quality control by checking for reputable sources, accurate information, and possible plagiarism. 

AI integration should reinforce organizational culture, reflecting values like clear communication, professional development, inclusion, and high standards. By aligning AI adoption with human-centered objectives, HR professionals can drive innovation, improve employee engagement, and future-proof their workforce. 

The Future Workplace: Innovative and People-First 

The spread of AI has been rapid, and the pressure to adopt is intense. But technology alone isn’t enough to gain a competitive advantage. The true differentiator will be how well organizations balance mechanized innovation with human connection. 

When implemented thoughtfully, AI can relieve employees of repetitive tasks, freeing time for deeper thinking, collaboration, and creativity. It can create opportunities for professional growth and enhance the employee experience in ways that strengthen retention and engagement. Imagine the cumulative impact of an entire workforce with more time for exploring ideas and creating meaningful work. 

HR leaders stand at the center of this transformation. By advocating for human-centric adoption, they can ensure that AI strengthens organizational culture rather than destabilizing it. The result is a workplace that is dynamic, innovative, and firmly grounded in trust. 

Donald Thompson, EY Entrepreneur Of The Year® 2023 SE Award-winner, founded The Diversity Movement, a Workplace Options Company, to fundamentally transform the modern workplace through diversity-led culture change. Recognized by Inc., Fast Company and Forbes, Thompson is author of Underestimated: A CEO’s Unlikely Path to Success and has published widely on leadership and the executive mindset. His latest book is The Inclusive Leadership Handbook: Balancing People and Performance for Sustainable Growth, co-authored with Kurt Merriweather, Vice President of Global Marketing at Workplace Options. Follow Thompson on LinkedIn for updates on news, events and his podcast.

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According to a 2025 report from McKinsey, 78% of organizations are already using AI for at least one business function, and over 90% plan to increase their investment over the next three years. To help their teams harness the full benefits of AI, inclusive leaders can drive success by adopting strategies that promote trust and well-being, along with technical proficiency. By prioritizing clear communication, targeted training, and psychological safety, organizations can ease concerns and ensure AI sparks innovation, not fear. 

Facing the Fears: The Causes of AI Anxiety at Work

It’s natural for people to feel uncertain or anxious when roles are evolving, new skills are required, and the future feels unpredictable. Complex feelings about AI—both fear and excitement—are a reasonable response to disruption. However, negative emotions can slow AI adoption, so they should be addressed directly and compassionately. Leaders who understand the psychological landscape can better support their teams through the transition.  

Fear No. 1: “AI will take my job.”

The World Economic Forum’s Future of Jobs Report 2025 estimated that 92 million jobs may be lost due to automation. While that statistic is sobering, the same report projected that AI would create approximately 170 million new jobs globally.  This means there will be a net increase of 78 million jobs overall. Roles will evolve—but human oversight, critical thinking, and creativity can’t be automated. 

Fear No. 2: “I won’t be able to learn it.”

The rapid development of AI tools and a lack of effective training have left many employees feeling overwhelmed. According to a recent Corndel study of U.K. companies, only 14% of employees received highly effective AI training. The same report found that 74% of younger staff used AI tools regularly, but only half had received formal instruction. To ensure employees have the support and knowledge they need, accessible learning opportunities must be built into any AI rollout.  

Fear No. 3: “AI isn’t fair or trustworthy.”

Several studies have found that large language models demonstrate bias across race, gender, and socioeconomic status. Hallucinations—when AI generates false or misleading responses—are also a risk. These issues reinforce the need for ethical guardrails and transparency in how AI is used, particularly in hiring, performance reviews, and other processes that involve people. In addition, professionals with a solid grounding in inclusive language and a thorough understanding of unconscious bias should be writing the prompts and reviewing the outputs. 

Emphasize the Benefits to Employees

To alleviate AI fears and pave the way for learning and growth, it’s up to leaders to clearly communicate that AI is an enhancement rather than a threat.    

“Messaging around AI has to be that we care about you, that we see you, that we hear you, and that we want to know how to support you. When you do that, you create an environment that reduces anxiety,” says Valerie Merriweather, Founder and Chief Wellbeing Officer of Fitwell Solutions. 

AI has the potential to make work more meaningful, and it should be framed as a tool that “helps employees feel like they’re not just a cog in the wheel,” she explains. According to some estimates, workers spend 40–50% of their time on mundane tasks like data entry and research. If these tasks can be automated, employees will have more time for creativity, connection, and problem-solving. Whether helping someone learn a new skill, organize their day, or make smarter decisions, AI can act as a support system—not a threat—when deployed with intention. 

Leading Through Change with Empathy and Clarity

The key to effective AI adoption is human-centered leadership. Employees don’t just need instructions; they need reassurance and a roadmap. Greg Boone, CEO of North Carolina marketing agency Walk West, encourages leaders to meet people where they are, tailor learning experiences, and emphasize that AI is about career advancement—not replacement. 

“AI adoption starts with training every single employee, not just the folks that are going to be critical to IT or the business part of your organization,” says Boone, a seasoned leader in AI-driven marketing and digital transformation. “Think about job evolution, not job elimination. Help folks figure out how they can use these tools and be more productive in their individual roles.” 

Training should go beyond technical demonstrations. It should include real-life use cases, safe spaces to practice, and clear boundaries around acceptable use. That means making space for trial and error, as well as consistent feedback. 

“It’s helpful to get the people in your organization who are excited about this, to give a little bit of space to play and to try different things out. You’re going to get a lot wrong and then you’re going to get some stuff right,” says Darrell Fruth, a partner at Smith Anderson and head of the North Carolina law firm’s task force on the ethical and effective use of AI. 

That mindset—embracing mistakes and learning in public—builds psychological safety and models the kind of adaptive behavior AI requires. 

Practical Steps for Managers and People Leaders

To move from AI anxiety to engagement, HR professionals and managers can guide their teams through this cultural shift with these strategies: 

• Communicate with transparency. Share how AI is being used, what guardrails are in place, and how decisions are made. Reassure employees that they’ll be supported as workflows and job responsibilities change. 

• Invest in inclusive training. Offer hands-on learning that meets a variety of experience levels and learning styles. Create hubs for collaboration, experimentation, and shared discovery. Pilot low-risk, high-value processes like preparing for meetings or drafting emails. 

• Embed psychological safety. Employees need permission to explore, learn, and fail without fear. Inclusive leaders model curiosity, admit when they don’t have the answers, and experiment openly to create space for others to do the same. 

• Make it personal. Use real-life examples and low-stakes projects to show how AI can help employees succeed in their roles. Showcasing a tool that saves time or sparks creativity makes the technology less abstract and more practical. 

• Address bias and equity concerns. Align AI guidelines with organizational values by working closely with Diversity Councils to evaluate AI tools for fairness and representation. Set clear criteria for inclusive language and regularly audit AI outputs to mitigate potential bias. 

A More Human Future, Powered by AI

AI has the potential to enhance employee engagement—if leaders keep people at the center. Used wisely, it can improve workflows, reduce stress, support career growth, and redefine meaningful work.  

But successful adoption depends on more than just using the latest AI tools. It requires thoughtful leadership, inclusive communication, and a deep commitment to trust. As AI becomes embedded in daily work, organizations must invest in the people using it—not just the platforms powering it.  

Leaders who embrace this mindset will future-proof their organizations by building cultures where employees feel valued, empowered, and ready to grow. 

For more ideas on how to mindfully integrate AI in the workplace, listen on-demand to The People Impact of AI: Does AI Help or Harm Employee Engagement? Our panel of experts explores strategies to maximize AI’s benefits, while safeguarding engagement, well-being, and workplace relationships in an era of rapid transformation. 

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

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Greg Boone, newly appointed CEO of digital marketing and branding agency Walk West, is an industry leader who says, “I’m AI serious, so get AI curious.” Named by NC Tech as tech executive of the year in 2018, Boone believes AI should be used responsibly and strategically to enhance, not replace, human ingenuity. He and his Walk West team are leveraging AI-powered tools to streamline processes, improve real-time collaboration and ensure efficient time management.  

Boone recently sat down with Amber Keister, Content Strategist at The Diversity Movement, to discuss how marketers—and organizational leaders—can navigate this new era with innovation and integrity. 

Amber Keister: Marketing and creative services are leading industries in adopting artificial intelligence. How do you see AI transforming the marketing industry? In other words, how big a deal is this? 

Greg Boone: AI is a massive deal in marketing. It has been used behind the scenes for years in paid media and other areas. The rise of generative AI has democratized intelligence, making it accessible to everyone. But it’s not just transforming marketing—it’s changing every business, profession, and life. 

Marketing always adapts to consumer behavior. The pandemic accelerated e-commerce adoption, and AI is following a similar pattern. As people integrate AI into their daily lives and jobs, they will expect marketing to meet them where they are. This will transform how we go to market, advertise, and attract customers.  

For example, marketers have aimed for hyper-personalization at scale for the last 10 to 15 years. Now, with AI, we can move beyond general personas to truly individualized marketing. Instead of targeting broad groups, AI allows us to tailor content and messaging to individuals based on their specific preferences and behaviors.  

You’d be foolish to not use these tools, number one, because of the productivity gains that allow marketers to create content at scale, and number two, to know what consumers really want. The tools are here to actually bring hyper-personalization to scale, and I think it’s going to radically transform marketing for the better. 

Amber Keister: Can you give me an example of hyper-personalization? 

Greg Boone: Let’s say you’re a B2B marketer targeting a specific industry and role. AI enables you to gather real-time insights about an individual—what they post on social media, what they engage with—and craft highly personalized emails, campaigns, or social posts in seconds. Instead of using broad personas, AI allows marketers to create messages that directly reflect what an individual has shared publicly. 

It applies to e-commerce as well. If I wear a size 14 shoe, I don’t want ads for shoes that don’t come in my size. Similarly, a grocery store shouldn’t send meat promotions to a vegan. AI allows brands to understand customers on a deeper level, finally achieving the long-discussed goal of true personalization. 

Amber Keister: Let’s shift to inclusive marketing as Walk West has been a leader in this space. A major concern with AI is built-in bias. How do you ensure inclusivity when using AI marketing tools? 

Greg Boone: Bias in AI isn’t surprising because AI is trained on data created by humans, and humans have biases. The key is acknowledging this and ensuring that there’s a human in the loop to review and refine AI-generated content. As that is happening, that person is educating the machine, training it to be less biased. But you also have to educate your team to spot bias in AI-generated content.  

Amber Keister: That’s a great point. Even as we use these tools and integrate them more in our daily work, we need to be aware of inclusive bias. We have to review what the AI gives us. 

Greg Boone: AI can also serve as a bias checker in real-time. For example, if I’m unsure about inclusive language, I can use an AI tool trained on diversity principles to review my message and suggest improvements. Tools like Gemini in Google Workspace already offer this functionality, helping users refine their language before sending an email or publishing content. 

Often, people are more willing to take advice from the machine, rather than another person, because AI feedback eliminates shame or embarrassment. When a machine corrects us, there’s no fear of judgment, making it easier to accept and learn from the feedback. 

People like to knock the machine, but it can, at times, make us more human. For example, if you say “please” and “thank you” in your gen AI prompts, you tend to get better responses. That behavior will then transfer to your human conversations. A lot of times on Slack, messages, and text, we’re more informal, even rude. Now, people are realizing that their interpersonal communication has improved, because they’ve gotten into the habit of saying “please” and “thank you.” 

Amber Keister: What about authentic storytelling—a cornerstone of marketing? How can marketers maintain authenticity while increasingly relying on AI? 

Greg Boone: Marketers need to focus on what makes us human. AI can handle repetitive tasks, but creativity, compassion, critical thinking, collaboration, and communication remain uniquely human strengths. 

One of AI’s greatest benefits is flipping the time equation. Knowledge workers spend 50–60% of their time searching for information, copying and pasting, or reformatting data. None of that is truly creative or authentic work. If AI can automate those mundane tasks, marketers gain 10 to 20 more hours per week to focus on strategy, storytelling, and human connection. By offloading routine work to AI, marketers can invest more time in crafting compelling narratives, engaging with customers, and fostering real relationships. 

Think about it: What makes us human? What makes us more authentic? It’s not doing busy work. Authentic storytelling isn’t about avoiding AI—it’s about using it to enhance creativity and move from the mundane to the mind-blowing. 

Amber Keister: That’s a great way to approach the technology, using AI to create more time for high-level, creative work. Is there anything you’d like to add about marketing innovation? 

Greg Boone: By the end of 2025, hiring managers in marketing and other fields will be evaluating job candidates based on how effectively they use AI to improve productivity.  

The idea that someone is more authentic and more human because they don’t use AI is a false narrative. If you refuse to use AI, you’ll be highly unproductive, spending time in front of your computer instead of making authentic human connections. Imagine if you had more time for lunches, water cooler conversations, or quick phone calls. 

Another critical factor is the intersection of employee experience (EX) and customer experience (CX). You can’t deliver great customer experiences if your employees don’t have the tools and resources to succeed. AI provides opportunities to enhance employee training, streamline operations, and create a more engaging workplace culture. 

The biggest challenge right now isn’t AI capability—it’s adoption. Organizations struggle to implement AI effectively because their teams resist change. As much as I talk about hyper-personalization, increased creativity, and better customer experience—AI is not being integrated fast enough. If leaders don’t bring their entire organization up to speed, they won’t ever get there.   

Amber Keister: That’s an important point. Some companies are still hesitant to embrace AI. 

Greg Boone: And they don’t have a lot of time. The AI tsunami is coming, whether businesses see it yet or not. The “earthquake” happened two years ago with the rise of generative AI. If you’re standing on the beach waiting to see the wave, it’ll be too late. Now is the time to act.  

To discover how senior leaders, managers, and HR professionals can proactively shape an AI-powered workplace that fosters trust, inclusion, and connection, watch “The People Impact of AI: Does AI Help or Harm Employee Engagement?” available now, on-demand. Greg Boone and other webinar panelists will discuss strategies to maximize AI’s benefits, while safeguarding engagement, well-being, and workplace relationships. 

The post Q&A with Greg Boone: AI’s Impact on Marketing and Inclusive Strategies appeared first on The Diversity Movement.

1. Assessing Legal and Reputational Risk 

• Engage legal counsel to clarify what remains legally permissible under federal and state laws. 
• Audit current DEI initiatives to ensure compliance without unnecessary risk exposure. 
• Distinguish between real legal constraints and fear-driven assumptions. 

2. Strategic Language Adjustments 

• Consider alternative language for DEI efforts that focuses on inclusion, access, and workplace excellence. 
• Ensure all programs are open to all employees while still addressing disparities. 
• Move away from divisive terminology while maintaining the core mission of inclusion and fairness. 

3. Reinforcing the Business Case for DEI 

• Reframe DEI as a business imperative linked to innovation, decision-making, and employee engagement. 
• Highlight data-driven benefits of inclusion, including higher performance, lower turnover, and stronger market positioning. 
• Showcase industry examples (e.g., McKinsey, Costco) of companies sustaining DEI commitments successfully. 

4. Strengthening Internal and External Communication 

• Provide clear messaging to employees on why inclusion remains critical to the organization’s success. 
• Communicate externally with a measured, values-driven approach that avoids unnecessary political exposure. 
• Maintain transparency in actions to prevent misunderstandings or reputational damage. 

5. Long-Term Resilience and Adaptability 

• Stay informed on legal challenges and evolving political landscapes. 
• Monitor how peer organizations are adapting their DEI strategies. 
• Prioritize sustainability—avoid short-term decisions that could have long-term consequences on culture, recruitment, and brand loyalty.  

For a deeper look at how top executives are navigating these challenges, explore the insights we’ve gathered from leaders across multiple organizations in “How Executives Can Sustain DEI Amid Political and Legal Pressure.”  Learn how we can help you create an actionable strategy in our Risk, Reputation and Resilience Executive Workshop designed specifically for your organization. 

Kurt Merriweather, CDE, is an accomplished product strategist and business executive. He is co-founder and Vice President of Marketing & Innovation at The Diversity Movement. Connect with him on Linkedin.

The post Leadership Checklist: How to Sustain DEI Amid Political Uncertainty appeared first on The Diversity Movement.

Based on recent discussions with C-Suite executives and board members across multiple organizations, three key themes have emerged: fear and uncertainty, reputational and legal risk, and the need for strategic adaptation. While many organizations remain committed to DEI, they are exploring how to balance compliance, risk management, and their core values without compromising their commitment to inclusion.

Key Insights from Leadership Discussions 

1. Fear and Uncertainty Are Driving Decision-Making

Leadership teams and board members are expressing significant fear about potential government penalties, loss of funding, legal action, and political backlash. Some board members are advocating for a lower profile on DEI to avoid attention, while others insist on reaffirming their commitment to equity and inclusion. This divide is causing internal friction and slowing decision-making processes.

Takeaway: Organizations must separate real legal risks from perceived political pressure to make informed, fact-based decisions. Engaging legal counsel to review DEI policies can help clarify what remains legally sound while ensuring continued commitment to inclusivity. 

2. Shifting Language, But Not Commitment to Organizational Values and People

Many companies are re-examining the terminology they use in DEI programs. The letters “DEI” have been misrepresented as quotas and preferences, making them a target. However, the principles of inclusion, accessibility, and fairness remain essential to create belonging and business success. Some organizations are considering rebranding their initiatives—e.g., moving toward terms like “inclusive leadership” or “workplace excellence”—while maintaining the same fundamental objectives. 

Takeaway: Adjusting language strategically can reduce unnecessary scrutiny while preserving the essence of DEI work. When leaders make those adjustments, they must clearly communicate how they are continuing to support employees and how those initiatives align with company values. If leaders choose to retain specific DEI language, they should frame their programs as a business strategy that strengthens innovation, talent retention, and decision-making. 

3. The Business Case for Staying the Course

Organizations that maintain their DEI commitments often cite long-term business resilience, talent pipeline sustainability, and competitive advantage. Studies continue to show that diverse teams outperform homogeneous ones, and companies with strong DEI practices attract and retain top talent—especially from younger generations who expect inclusive workplaces. 

Case studies of companies like Costco and McKinsey show that organizations can uphold DEI principles while avoiding legal challenges by focusing on equity-driven business outcomes. Conversely, Target’s missteps in wavering on its DEI commitments have resulted in both backlash from diverse consumers and continued legal challenges. 

Takeaway: Walking away from DEI may not reduce risk—it simply shifts it. Organizations that abandon their commitments risk alienating employees and customers, ultimately damaging their brand and long-term growth. 

Conclusion: A Call to Thoughtful Action 

The current climate demands strategic resilience rather than reactionary retreat. Organizations must balance risk mitigation, legal compliance, and unwavering commitment to inclusivity. The most successful companies will not simply abandon DEI efforts but will refine, reposition, and reinforce them in a way that aligns with their mission and long-term success. 

By proactively engaging with legal experts, adapting messaging, and reaffirming DEI’s business value, leadership teams can navigate political shifts without compromising their values, their reputation, or their profitability. The question is not whether DEI should continue—it’s how to sustain it effectively amid changing tides. 

Looking for actionable next steps? Use our leadership checklist, “How to Sustain DEI Amid Political Uncertainty,” to guide your DEI strategy and decision-making in today’s uncertain political climate. 

Our team is working with senior leaders and corporate boards to refine the strategies they need to navigate the current DEI landscape. Learn how we can help you create an action plan through our Risk, Reputation and Resilience Executive Workshop designed specifically for your organization. 

Kurt Merriweather, CDE, is an accomplished product strategist and business executive. He is co-founder and Vice President of Marketing & Innovation at The Diversity Movement. Connect with him on Linkedin.

The post Navigating DEI Amid Policy Shifts: Strategies for Organizational Resilience appeared first on The Diversity Movement.