— by Ken Miller —
“Level the starting line, but let merit determine the finish line.”
This principle captures the essence of diversity, equity, and inclusion (DEI), which has long sought to provide fair opportunities or a level starting line for all while allowing individual effort and ability to excel. Yet, in recent years, DEI as a concept and DEI programs specifically have been demonized by some conservative lawmakers and commentators, labeled as a “woke agenda” or “DEI hires” that threaten the American way of life. Perhaps surprising to many, DEI — far from being a radical concept — encompasses a time-tested set of practices rooted in the pursuit of fairness, economic progress and global competitiveness.
DEI: Longstanding tradition
Efforts to promote diversity in the workplace are not new. They trace their origins to President Truman’s integration of the U.S. armed services in 1948, when he signed Executive Order 9981, declaring that “there shall be equality of treatment and opportunity for all persons in the armed services without regard to race, color, religion, or national origin.” The Civil Rights Act of 1964 later outlawed employment discrimination based on race, religion, sex, color and national origin. These pivotal moments attempted to level the playing field, trying to ensure that all individuals had an equal starting line, regardless of their background.
As these efforts grew, organizations began to realize that diversity is not just a matter of fairness, but also a driver of innovation and success. International companies like IBM, Johnson & Johnson, and Xerox were early pioneers of diversity and inclusion, understanding that a broad range of perspectives enriches decision-making and fosters creativity. Xerox, for instance, created one of the first formalized diversity councils in the early 1970s, aligning its workforce and leadership with the diverse communities it served. Similarly, Johnson & Johnson’s credo — written in 1943 — emphasized respect for inclusiveness, dignity and diversity, long before “DEI” became a common term.
These initiatives were built on a recognition that diverse teams contribute to stronger, more sustainable businesses. The goal has always been to level the starting line, ensuring that everyone has a fair chance to succeed, and allowing merit and effort to determine the finish line. Critics who attempt to label DEI efforts as “woke” or “DEI hire” conveniently overlook this historical foundation and the business sense behind it.
Breaking barriers, building bridges: DEI in practice
Some argue that DEI initiatives prioritize identity over merit, but this perspective overlooks the highly nuanced, multifaceted approaches companies take to create truly inclusive work environments. For example, major corporations like Google, LinkedIn and Microsoft created blind recruitment processes, focusing solely on a candidate’s qualifications and potential, free from the bias that can come with race, gender or socioeconomic status. These bias-free hiring systems don’t eliminate merit; they enhance it by ensuring that all applicants, regardless of their background, are given the same opportunity to showcase their abilities.
Similarly, organizations like Goldman Sachs and IBM rolled out mentorship and sponsorship programs that help individuals from underrepresented communities access the networks, opportunities, and career guidance that are crucial for success in leadership roles. These programs don’t replace merit-based promotion; they empower people from all walks of life to unlock their full potential and contribute at their highest levels. They are about fostering equal access to success, neither about creating a system of favoritism nor about perpetuating the country club networks and privileges associated with the high-born, economic elite.
Companies like Accenture and Johnson & Johnson even provide special leadership development programs aimed at identifying high-potential diverse employees and preparing them for leadership roles. These companies invest in their people based on their potential to contribute meaningfully to the company’s success, ensuring that talent — regardless of background — is nurtured and developed to take on critical leadership positions.
A call for fairness, not favoritism
At its core, DEI isn’t about diminishing merit. Instead, it is about leveling the starting line with opportunity, ensuring that all employees — regardless of their background — have a roughly equal chance to succeed. By breaking down barriers and opening doors for people from underrepresented communities, DEI programs, at their best, create a workforce where ability and achievement — not privilege or background — determine success. Talent, effort, and potential take center stage, allowing individuals to compete on roughly equal footing and letting merit define the finish line.
Dismissing DEI as a “woke agenda” or “DEI hiring” ignores the powerful history of these initiatives and the success they’ve brought to business. By supporting and advancing DEI, companies position themselves not only as socially responsible but also as better prepared for the challenges of the global marketplace.
Embracing DEI is an investment in innovation, organizational sustainability, and growth — all rooted in the fundamental belief that merit and effort should determine who succeeds in the workplace. Rather than resisting and rolling back these practices or reducing them to dismissive buzzwords like “woke” and “DEI hiring,” we should recognize them as essential to expanding opportunities for all, ensuring that talent and hard work — not background or bias — determine success in the workplace.
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Written by Ken Miller, the former provost and current professor of management at Sullivan University. He formerly served as the chief policy analyst for the Office of the Auditor of Public Accounts. Cross-posted from the Kentucky Lantern.
