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.

Our DEI Consortium hosted our first ever symposium on August 12, 2025. The purpose of this event was to educate and inform, learn from one another, and create a strong community of leaders who want to build a more inclusive profession.

We heard from a panel of executive leaders who are guiding their firms through the challenges of change. We connected in small groups to explore the success and challenges we’re experiencing in DEI and some resources we can use to grow our individual knowledge and help us transform our organizations. Lastly, we discussed findings from the DEI Journey’s Research Report and collaborated on meaningful goals and key performance indicators (KPIs) to track our progress.

Attendees of our Symposium generously granted us permission to share some of the highlights with you in hopes you take away at least one powerful insight to help move DEIB forward at your organization.

Leadership Panel: Leading Through Change with Courage and Clarity

This conversation was part of the DEI Symposium, where Bonnie Buol Ruszczyk moderated a panel with three firm leaders: Avani Desai, CEO of Schellman, Jim Wallace, CEO of BPM, and Stacie Kwaiser, CEO of Rehmann. Together, they explored what it takes to lead through uncertainty with courage, clarity, and an unwavering commitment to belonging.

Nearly three-quarters of Gen Z say a company’s DEI commitment directly influences where they’ll work. More than half say they’ll turn down a job if leadership doesn’t reflect diversity. That’s the future talent pool. Yet, in today’s changing environment, some accounting firms are re-evaluating their approach to DEI.

Stepping back might feel safer, but it risks alienating both employees and clients. The CEOs on our panel have taken the opposite approach: doubling down, weaving DEI into strategy, culture, and daily leadership. For them, inclusion isn’t optional; it’s the foundation of resilience, adaptability, and long-term growth.

Belonging as a Talent Magnet

The first question asked how leaders are creating cultures where the next generation wants to work, stay, and grow, a challenge for a profession facing a substantial talent shortage. Panelists agreed that belonging is the “secret weapon” of retention. When people feel connected, they’re more likely to share ideas, take risks, and imagine long-term careers with the firm. To make this real, leaders are rethinking how they recruit and training interviewers to ask meaningful, bias-free questions that get beyond surface impressions. They’re also making themselves more visible, visiting offices, engaging directly with teams, and listening to employee concerns. As one panelist put it, “When leaders show up consistently, employees feel like their voices matter.” Others emphasized the need for continuous learning, particularly around unconscious and active bias, and the importance of hiring for potential, not just polish.

Staying True When Clients Push Back

The discussion then turned to client resistance, an increasingly common challenge in today’s political climate. Panelists were clear: firms must stay grounded in their values. “Values outlast politics,” one CEO said. “When you anchor decisions in culture, not headlines, you build trust that survives the news cycle.” Retreating or rebranding may seem like the easier path, but it risks alienating both employees and the clients you most want to keep. The leaders stressed that you don’t have to appeal to everyone. The clients who matter most are those who share your firm’s values, and those relationships are deeper, more collaborative, and built on trust.

Moving Forward Despite Fear

Many leaders fear “getting it wrong” with DEI. The panelists acknowledged that fear but urged action over paralysis. One firm uses simple monthly, one-question surveys, with questions such as “Do you feel like you belong right now?” and sees response rates as high as 90 percent. Another focuses on one initiative per quarter, whether auditing pay equity or rethinking recruitment, to ensure goals don’t just stay on paper. Accountability is also key: some firms are tying DEI outcomes directly to leadership evaluations. “Fail publicly if you must, but fail forward,” a panelist urged. By permitting themselves to stumble while acting with integrity, leaders can move the work forward. Others shared examples like “partner pledges,” where each partner commits to advocating for an underrepresented colleague. These practical steps build both momentum and credibility.

Shifting the Language, Not the Commitment

Language was another area of discussion. The firms represented stopped using the word “initiative,” framing DEI as culture, not a project with an end date. Many are emphasizing “belonging” more explicitly, changing acronyms from DEI to DEIB. Others are shifting to terms like “access,” “opportunity,” and “equity,” which resonate more directly with employees. One firm found that once staff saw DEI work framed as ensuring equal access to mentorship, sponsorship, and promotions, skepticism gave way to investment. “This is about unlocking potential for the firm, for teams, and for individuals alike,” one panelist explained.

Leading With Humanity Every Day

The panel closed by exploring how leaders embed DEI into day-to-day practice. What emerged was a theme of authenticity and care. Leaders spoke of proactively supporting employees on a human level, showing empathy in difficult times, and treating small actions, like responding to every email, as ways to reinforce inclusion. They stressed the importance of ensuring no one feels invisible, regardless of role. And they reminded us that authentic leadership means being personal and transparent: sharing stories, showing vulnerability, and creating moments of connection that build trust and loyalty over the long term.

Shaping the Future of Accounting

This panel was just one part of the DEI Symposium’s larger mission: to bring the profession together around the hard but necessary work of building cultures where everyone can thrive. The insights shared during this session underscore that DEI isn’t a side project or a passing trend; it’s a business imperative. As the Symposium made clear, the future of accounting will be shaped by leaders who act with courage, clarity, and consistency, proving that belonging isn’t just good for culture, it is good for business.

It’s clear that DEIB is a critical to the future of the accounting profession. Fostering a sense of belonging in the workplace must be integrated into the fabric of an organization. We are inspired and encouraged by these accounting leaders’ commitment to building a more inclusive future for our profession that will allow all of us to thrive.

See you in the DoP,