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Starting today, thousands of changemakers and leaders will descend upon Austin for one of the biggest festivals and conferences of the year: South by Southwest (SXSW). Its the “level playing field” event where startups and Fortune 500 companies share the same stage to discuss the hottest topics and trends in film, tech, sustainability and travel, social good, and health and wellness. Its where brands unveil new products, relationships are formed, and celebrities premiere their films. However, despite its popularity as a must-attend event, you wont find SXSW in your Google Calendar app. You also wont find two other cultural events in March: Womens History Month or International Womens Day (March 8), which ironically the start of SXSW often falls on or around. This omission isnt due to a tech issue, either. Its part of the Big Tech companys attempt to get distance from what is now considered a dirty acronym: DEI. Last month, Google Calendar users noticed that cultural events and observances like Black History Month, Pride Month, and Jewish Heritage were no longer displayed on the app. And while the company claims that the changes were made in 2024, the recent response from users comes at a time when any and all changesquiet or loudtied to DEI are heavily scrutinized. In 2025, we have officially entered a DEI paradox where everyonefrom consumers to employees to global brandsare navigating major backlash and uncertainty of how exactly we can and should use words like diversity, equity, and inclusion. In 2020, hundreds of brands were proud to share their commitments and promises to do better. In 2025, many of the same brands not only removed these promises from their websites but some have even gone so far as to completely distance themselves from any mention of DEI. What a difference five years makes. Googles decision to remove cultural events like Black History Month and Womens History Month from its calendar app is just the latest example a major company failing to understand the true value of DEI. As we kick off SXSW, lets look back at where weve been but more importantly, where we still need to go. A Revolving Door of Diversity Officers and Changing Language In 2020, Google made the following commitments: improve representation of underrepresented groups in leadership by 30% and more than double the number of Black workers at non-senior levels by 2025. The next year, Google released its year-over-year hiring data with the following statement: “were expanding access to hiring opportunities for underrepresented groups in many parts of the world by centering racial equity across every part of our hiring processfor leaders, hiring managers, and all Googlers.” The Big Tech company didnt even make it to 2023 before it cut dedicated staff and downsized its DEI programs. Easy promises to make, easy promises to break. And Google is not alone. Just look at the “revolving door” of diversity officers that have clocked in and out of major businesses since 2020: Pinterest, Apple, Zoom, Airbnb, Netflix, and Disney. All of these companies hired dedicated leaders attached to big announcements and pledges and all these companies saw high rates of turnover and DEI departures. Now in 2025, its become even easier to dismantle the work and efforts. Google recently announced its plans to end hiring goals for representation and its former Chief Diversity Officer, Melonie Parker, is now VP, Googler Engagement. Google’s Belonging website now includes phrases like “innovative hiring” and “reflecting our users.” The shift in language is reflective of a greater issue that has surfaced in recent months: the “urgent” need to comply with federal policies and executive orders that have reversed previous efforts from the past 50 years to address discrimination and increase diversity and inclusion. This has set a dangerous tone and precedent for 2025 that the great work and efforts from the past 50 years should be seen as a setback instead of a success. This is untrue and unacceptable. What we need from DEI in 2025 According to the World Economic Forum, at the current rate of progress, it will take until 2158 to reach full gender parity. This years theme for International Womens Day is “accelerate action,” which is a call for urgency, inclusion, and transformative change. Imagine a world where instead of shining a spotlight on the critics, we shine a spotlight on the efforts and achievements that uplift and inspire women to strive for success without the restrictions of bias and discrimination. For companies, brands and leaders who are still committed to the work, here is how we accelerate action in 2025: Less Flash, More Substance: The foundation of DEI initiatives and programs goes beyond flashy titles, heritage months, and impressive speeches. Companies need to scale back and focus on important components like standardized hiring practices, recruitment from a wider talent pool, and regular pay-gap reviews for all employees. Learn from Mistakes, Dont Dwell On Them: Women are underrepresented at every level in technology according to data from recruitment company Anderson Frank. Women still only make up 25% of the tech workforce. DEI plays a big role here. Companies need to provide and prioritize inclusive training opportunities, address gender diversity policies, and bring in more female leaders to act as mentors. Make Room for a New DEI Framewrk: Its clear that an acronym has become too problematic. Lily Zheng, author, strategist, and outspoken advocate for DEI, recently shared that they hold DEI programs to the “highest standard of effectiveness” using a framework called FAIR, which stands for fairness, access, inclusion, and representation. Companies should consider this new framework as an opportunity for real change and progress. How can companies move beyond performative gestures to make a genuine impact? First lets answer the question and then lets get to work.
Category:
E-Commerce
Branded is a weekly column devoted to the intersection of marketing, business, design, and culture. While its not clear what President Trumps ever-shifting tariffs attack on Canada might ultimately achieve, it has already done one thing for certain: ticked off a lot of Canadians. Thats taken the form of anti-Trump and anti-American sentiment (including the booing of the U.S. national anthem before various sporting events being played in Canada). But its also taken the form of renewed Canadian prideas witnessed by a reported spike in buying, and flying, Canadian flags. Naturally, official symbols of Canadianism arent the only option for expressing devotion to the Great White North: Consumer brands are a big part of that conversation, too. Last month, during the reprieve between Trumps initial threat and the 25% tariff on Canadian imports kicking in Tuesday (which Trump already paused again on Thursday), a survey of Canadian consumers found 85% said that they planned to replace some or all of the U.S.-made products on their shopping lists. (Interestingly, 41% said they would avoid shopping on Amazon.) And now, it seems, many are acting on that pledge. On Reddit and other online forums, fans of Canada-based consumer-goods companies have gathered to tout brands in seemingly every conceivable categoryfrom Hawkins Cheezies snacks (I cant believe anyone would eat a Cheeto if they had the option of Hawkins Cheezies, one fan enthused), Cove carbonated drinks as an alternative to American sodas, Stanfields underwear (founded in 1856, it bills itself as Canadian even before Canada), hipster-luxury denim brand Naked & Famous and Heartbeat Hot Sauce (On Hot Ones many times, a Redditor says) to Boo Bamboo personal-care products made with organic bamboo extract. A “Look for the Leaf” sign near the checkout counter of a store in Toronto, March 4, 2025, guides shoppers to look for maple leaf labels, which mark made-in-Canada items. [Photo: Michelle Mengsu Chang/Toronto Star/Getty Images] A slew of roundups and listicles have followed, showering attention on a range of Canadian brands. The Toronto Star, to pick one example, published a How to buy Canadian primer, which recommends Savör eggs, GoodLeaf Farms produce, and Royale toilet paper and tissues. Look for [dairy] products with the Blue Cow logo, the paper advised, which means theyre made with 100% Canadian milk and ingredients. Theres also a website, Made in CA, that compiles Canadian goods. Canadian grocer Loblaws CEO Per Bank has been posting on LinkedIn about its tariffs experience, noting that weekly sales of Canadian products were up by double digits in mid-February, and recently announcing the rollout of new in-store-display features to guide shoppers to Canadian wares. The combined desire to boycott American goods and support Canadian alternatives is, in some cases, clouded by intertwined global markets that have developed over decades of free-trade boosterism. People are directly writing into customer service asking detailed questions on whether [products] are Canadian, where they source from, and so forth, the CEO of Vancouver-based superfood latte brand Blume told Modern Retail. (Blume has been playing up its Canadianism on its site and social media lately.) But that consumer challenge is creating its own market: Several new apps with names like Buy Beaver and Maple Scan promise to reveal how Canadian a product iswhere it’s made, what its made of, etc.by scanning its barcode. That said, there are plenty of symbolic gestures, too, like rebranding caffe Americano as Canadiano. And there have been more directly punitive responses including canceling U.S. vacations and pulling American brands from Canadian liquor stores (a move the maker of Louisville, Kentucky-based Jack Daniels calls worse than a tariff), along with retaliatory tariffs on many American imports. The underlying sentiment isnt a matter of wonky economics; its emotional and visceral, based on a belief among many that the tariffs have nothing to do with border-security demands (as claimed) but are a blunt attempt to damage Canadas economy, and ultimately absorb the 158-year-old nation. (Trump has derisively referred to Prime Minister Justin Trudeau as governor.) If Canadians are acting like theyve been betrayed by an old friend, they have good reason to feel that way. Hours after the tariffs went into effect, CTV News interviewed several Canadian-citizen shoppers who sounded determined to defy any trade strong-arming and indeed take it as motivation to seek out Canadian-made alternatives theyd ignored or overlooked in the past. I think we should really cut them off, said one Halifax resident, speaking of American brands, and we should stay [buying] 100% Canadian. Of course, that also could mean ultimately punishing brands from other countries that have nothing to do with the U.S. tariffs. But at least one American export appears to be catching on in Canada thanks to this trade flare-up: economic nationalism.
Category:
E-Commerce
Tyler, the CEO of an early-stage technology company, reached out for executive coaching support at the recommendation of a college friend: “Give it a try,” she encouraged. He was skeptical about anything “touchy-feely” and wondered if coaching could offer his leadership an “edge.” After we reviewed his 360 results together, Tylers skepticism took center stage. His feedback consisted of descriptors like controlling, arrogant, and dismissive. Tyler was unmoved. He asked, “Why should I care about what people think of me if were getting great results?” Tylers not an anomaly. There are leaders everywhere who behave badly interpersonally but exceed sales goals, secure investor funding, or get a product to market in record time. As executive coaches who have supported hundreds of senior leaders, we believe this one-dimensional focus on results is seductive, but eventually self-sabotaging and shortsighted. Today’s leaders need to focus on results and interpersonal relationships for long-term success. Here are some reasons why: Competitive and collaborative leaders get the strongest results Tyler has been successful to-date, and he believes that will continue even if he keeps deprioritizing relationships. Of course, research says thats unlikely. A study of sales organizations that the National Bureau Of Economic Research conducted found that there is a cost to promoting stars who havent built skills in collaborating with or developing people. Their teams will make, on average, 30% fewer sales than sales teams with collaborative managers. Bad behavior reduces long-term effectiveness Tyler, as a start-up CEO, can “get away” with bad behavior now given his results. However, over time toxic leaders contribute to reduced productivity, decreased employee performance, increased turnover, and increased legal fees, according to a study in Health Psychology Research. These consequences are a drain on resources and tenured employees. Bottom line, bad behavior catches up with leaders. Tending to relationships and results secures more longevity in senior roles. Caring is a worthwhile investment Tylers strategy might be working now, but leadership strategies need to be resilient to professional and personal change. One senior leader, Alexandra, who routinely delivered impressive results, did so at the cost of her teams morale (For example, she didnt take their complaints to HR seriously). Then, Alexandras aging parents health concerns required her to routinely fly cross country to manage their care. When Alexandras capacity shifted, her team resisted stepping-up to assist her. Alexandras nonexistent social capital with her team ended up costing the company floundering results. The company demanded intensive leadership coaching for Alexandra and a commitment to change. She eventually shifted her leadership style in accordance with researchwhere cultivating an environment that prioritizes people and relationships is good for business. How to course correct: Theres no one-size-fits-all solution to move from challenged to successful people leader. However, here are three steps to begin excelling at both financial and people development metrics. 1. Focus on self: shift intimidating behaviors First, identify the specific behaviors that inhibit the people you work alongside. Pay attention to feedback like, “She dominates the conversation with her opinions,” or “When I ask clarifying questions, he gets exasperated.” Years of research on psychological safety illuminates the downsides of leading through fear. Ultimately, this contributes to lower levels of effectiveness and engagement. Once youre clear on your unproductive behaviors, pick small new behaviors that invite learning and new perspectives versus fear. One effective way to form stronger connections with colleagues is to ask curious questions. Some examples include, “What else do you want me to understand?” or “Can you tell me more about how you see the challenge?” or “Whats your perspective?” 2. Focus on others: invest in developing your people Taking time to engage with your employees and have meaningful career development conversations builds loyalty. People want to perform well for leaders who support their long-term career development. Set the stage by letting your people know youll find time twice a year to explore their career aspirations. Send questions like these in advance to prime the pump for a meaningful conversation. Where do you hope to see yourself 10 years from now? What other roles do you see in the company that interest you? If you could design your next role at the company, what would you want it to look like and why? What is one skill (technical or soft) that if you were to develop, would benefit you greatly for the next five years? Start the conversation by stating your intention: to help your employee develop in ways that are meaningful to them. Then, discuss your employees answers to the questions and layer on your own thoughts. You might say, “I also see you as Marketing Director in the next few years and could see you overseeing Sales too given your creative mind and focus on data.” Its affirming to have your manager share what they envision for you along with validating any strengths. Finally, discuss ways to get more on-the-job experience in their areas of interest over the coming months. Your employee should leave with a plan of action for how to make progress on their career goals and an understanding of how youll support their efforts. 3. Focus on team: build interdependency Often team leaders with a high need for control rely on a hub-and-spoke model of management where every problem goes through them. This is inefficient and loses the benefits that interdependent teams can give their organizations, the chance to outperform competitors and increase profitability. No leader will perfectly tend toresults and people. But understanding the importance of both often leads to organizational success. When Tyler agreed to explore this, he found himself inspired in new ways. He dove into the challenge of defining how to demonstrate care for his people while simultaneously holding them to a high bar. Its not easy. But as the leaders weve worked with have found, its much more fulfilling to drive results together with their team, rather than at their expense and well-being.
Category:
E-Commerce
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