Diversity, Equity, Inclusion and Belonging (DEIB) are at the heart of everything we do in leadership development at Intend2Lead, and we envision a profession that includes all of us.

We are honored to be a member of the Diversity, Equity & Inclusion Consortium in collaboration with Boomer Consulting, Inc. This working group is made up of approximately 20 practitioners, leaders, and consultants who are passionate about making positive change in the accounting profession. Our group’s mission is to provide direction and encourage transparency and accountability by helping organizations within the accounting profession identify and remove barriers to DEIB.

We met on January 28, 2025 to explore some of the DEIB challenges the profession faces.

The Accounting Profession and the Growing Focus on DEIB

The accounting profession is undergoing significant change, not only with advancing technology and shifting client demands, but also in how firms are prioritizing workplace culture. Recently, discussions within the field have centered on the pivotal role that DEIB plays in shaping the future of the profession. These conversations have illuminated key challenges and strategies for fostering an inclusive environment.

In the evolving landscape of accounting, a strong focus on inclusion and belonging is emerging as a core priority. The recent Gartner Top 9 Future of Work Trends report emphasizes this. A firm’s commitment to DEIB is not just a buzzword, but a tangible demonstration of how leadership can actively champion these values and drive lasting change.

Challenges and Opportunities

We explored two top challenges related to DEIB in the accounting profession and came up with some ideas to address each of them.

How can we create approaches to DEIB that are stable and institutionalized, regardless of the political landscape?

First, organizations should start with the basics, clarifying terms and setting clear goals to ensure everyone understands the purpose of DEIB initiatives and that they align with the firm’s broader mission. This also prevents misconceptions and mischaracterizations that could arise if ambiguous language is used. Regularly reevaluating these policies ensures their continued relevance and effectiveness.

To foster an open environment, it is equally important to create spaces where productive conversations about DEIB can occur without fear. This can be achieved by offering employees training that encourages respectful dialogue.

DEIB must also be embedded into managerial and partner-level roles, preventing DEIB from being viewed as an HR-only responsibility. Leadership must play an active part in not just promoting these values, but living these values each and every day. Encouraging peer-to-peer discussions and integrating DEIB into every layer of the organization will further enhance engagement and inclusivity.

It’s also important to understand that experiencing some discomfort should be expected and necessary to make progress in DEIB. There is a difference between feeling unsafe and feeling uncomfortable. Discomfort can be navigated with understanding and respect.

How can organizations be prepared to effectively support employees who experience lack of belonging, fear and/or trauma as a result of external events?

When external events happen, timely communication is critical, as silence can indicate lack of care. Leadership should strike a tone of empathy and reassurance, reiterate their commitment to supporting their employees and living in alignment with organizational values, and direct impacted employees to relevant resources (e.g., mental health resources). It’s also important to indicate what is being done to monitor the situation and make consistent, on-going communications as needed, both internal and external to the organization.

Leaders can reach out directly to individuals who may be impacted by external events to check in and see how they’re doing and what they need via one-to-one conversations. The leader’s primary role in these conversations is to listen, learn, and provide reassurance where possible.

When there is a significant external event that could impact employees, leadership should put together an emergency response plan that includes mobilizing employee resource groups (ERGs), Human Resources, and managers of impacted individuals. Depending on the severity of the external event, it may be prudent to seek the support of a DEIB specialist and/or communications consultant. This plan could include:

  • Creating and executing a communications plan
  • Gathering resources to support employees
  • Reaching out to supervisors of those who may be impacted so they are aware of the situation and can exercise empathy and sensitivity
  • Training team members who may be called upon to support to ensure consistent messaging and approach

Additionally, cultivating a culture of belonging and psychological safety is essential, alongside equipping HR and other staff to support employees effectively. Consistent communication is key to reinforcing DEIB values and creating an environment where employees feel safe and supported. Lastly, providing specific advice on staying safe, tailored to employees’ locations and circumstances, addresses practical concerns related to their well-being.

Learning More

If you’re interested in learning more about recommendations for the Accounting Firm DEIB Journey, the Center for Accounting Transformation’s recent DEI research report is a great resource. It serves as a critical tool for firms ready to take actionable steps toward creating better business culture and a more equitable future.

Looking Ahead: DEIB as a Business Imperative

DEIB is not merely a passing trend but a crucial element in the future of accounting. There is a bright future for creating a more inclusive profession. As the field continues to advance DEIB initiatives, it’s clear that fostering an inclusive workplace culture must be integrated into organizational strategy at every level. We encourage more accounting professionals to join us in building a more inclusive future for the industry.

See you in the DoP,