Why CMOs Must Approach DEI Communications Like Crisis Communications

The landscape of Diversity, Equity, and Inclusion (DEI) communications has dramatically shifted in the past year. What was once considered a standard part of corporate social responsibility has become a politically charged issue, with increasing government regulations, legal challenges, and public scrutiny transforming DEI communications into a high-risk endeavor.

For CMOs and corporate communications leaders, this means that all DEI communications must now be treated as crisis communications. Recent lawsuits, ie. the Missouri Attorney General’s filing against Starbucks, make this legitimately a crisis comms issue.

Corporate strategies should not be about abandoning DEI initiatives but about recognizing that external pressures have turned them into flashpoints. Whereas many companies had seen reputation benefits from DEI initiatives in recent years, that is not so clearly the case today.  Smart corporate communications teams will proactively apply the core rules of crisis communications to their DEI strategies for the next 12 to 18 months, ensuring they maintain credibility, mitigate risk, and keep their organization focused on its values.  Below are key tenants of crisis communications that you can apply to your DEI comms strategy.

1. Center the Most Important Audience

In any crisis, the first question should be: Who matters most? The answer is not always the loudest voices or the most aggressive critics—it is the people who are directly impacted by the issue at hand. For DEI, this means prioritizing employees, customers, and stakeholders who have a vested interest in the company’s commitment to inclusion.  If your core customer base or funder is the federal government, that is an important consideration and conversation to have in determining how you communicate over the next 2-4 years.

Rather than chasing public approval, CMOs should focus on internal audiences who need clarity, consistency, and confidence in their company’s position. This means transparent, steady messaging that reassures employees about the company’s core values and actions, rather than performative statements that attempt to appease external factions.

2. Validate Concern and Show Action

A core tenet of crisis communications is acknowledging concerns while demonstrating tangible action. Companies get into trouble when they either dismiss criticism outright or make broad, vague statements without meaningful follow-through. In the current climate, DEI communications should avoid both extremes.

Instead, organizations must validate concerns—whether they come from employees who fear backtracking on DEI commitments or from stakeholders who are wary of regulatory risks. The key is to pair validation with action. If changes are necessary due to new regulations, communicate them clearly, while reinforcing ongoing commitments through measurable initiatives. Words alone will not be enough—proof points in the form of values-aligned policies, leadership commitments, investor communications, and employee engagement will carry far more weight.

3. If You Get in a Fight with a Pig, You Both Get Dirty—But the Pig Likes It

Not every criticism or controversy requires a response. In crisis situations, companies often face baiting tactics—provocations designed to elicit an emotional or defensive reaction. This is particularly true in DEI communications, where political actors, activist groups, and media outlets may seek to create viral controversy.

CMOs must recognize when engagement is necessary and when it simply amplifies a counterproductive debate. If responding will not clarify the company’s position or benefit key audiences, then silence—or a measured, strategic response—is often the best course of action. Fighting every battle is a distraction; smart brands stay above the fray.

4. Don’t Feed the Drama Dragon—Internally or Externally

Internal messaging is just as critical as external positioning. In times of heightened scrutiny, organizations must ensure that their own teams do not become inadvertent amplifiers of controversy. Misalignment between leadership, HR, legal, and communications can create unnecessary drama that fuels speculation and misinformation.

Clarity, calm, and consistency will rule the day. CMOs should implement clear internal communication strategies to ensure employees understand the company’s stance. This means training managers to handle questions effectively, providing talking points for executives, training leaders and managers on the most important messages, and ensuring internal channels are used for productive discussion rather than reactionary debate.

Externally, it is equally important to avoid over-communicating in response to every challenge. Companies should stick to their core messages, avoid defensive postures, and maintain a disciplined approach to public statements.  Tying back to core values and humanity – just like in any other crisis situation – will ensure that

DEI is not going away, but the way companies communicate about it must evolve. The regulatory landscape and public discourse have made it a high-risk topic, and treating it as crisis communications is the most effective way to navigate this complexity.

By centering the right audience, validating concerns while showing action, avoiding unnecessary conflicts, and maintaining discipline in messaging, CMOs can steer their organizations through this turbulent period while upholding their commitments. The goal is not to retreat but to adapt—ensuring that DEI efforts remain sustainable, impactful, and aligned with the company’s long-term mission.

Smart CMOs know that crisis communications is not just about damage control—it’s about strategic clarity that uses the opportunity created by conflict or controversy to improve brand reputation. And in today’s environment, that clarity is more critical than ever for DEI communications.

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