DEI Narrative, Relationships and Inclusion

By Steve Fretzin & Dr. James Roger

DEI Narrative, Relationships and Inclusion 

The concept of diversity, equity, and inclusion (DEI) has gained tremendous visibility in recent years. Yet, despite its importance, many still find it complex or, at times, divisive. I had an enlightening conversation with James Rodgers, “The Diversity Coach”, who has made it his mission to simplify and refocus the DEI conversation in ways that drive practical change within organizations. James brings decades of experience as a corporate consultant and an academic, and his approach to diversity goes beyond buzzwords, he champions it as a key to relationship-building and enterprise success. 

James’s perspective on diversity is refreshingly straightforward. He views it as a “relationship discipline,” emphasizing that DEI work should focus on helping people work together effectively, despite differences. From his years of experience, he has seen firsthand that every individual comes with their own set of biases and preconceptions, often leading to misunderstandings. Yet, he firmly believes these tendencies can be managed. Focusing on understanding and respecting each other’s differences and similarities we can foster an inclusive environment that benefits everyone. 

The problem is that much of the DEI conversation has become overly complicated, with many initiatives losing sight of the real goal. For him, it’s not about providing instruction on historical injustices or forcing people to confront topics they may not be ready for. Rather, DEI work should focus on equipping people with the skills to interact comfortably and productively with those different from themselves. This approach prioritizes relationships and seeks to remove the natural barriers that can arise from our differences. By simplifying DEI, organizations can shift from theoretical conversations to actionable steps that encourage positive, lasting change. 

From James’s perspective, DEI is not a moral or academic exercise but a business imperative that aligns with a company’s broader strategic goals. Law firms, like many other professional services organizations, have made DEI a central part of their identity in response to social demands. However, James believes that firms often adopt DEI practices reactively rather than proactively. He suggests that, instead of viewing DEI as a social responsibility, firms should consider it as part of their long-term strategy. So DEI becomes a means to improve performance and meet client expectations, rather than a checkbox to satisfy external pressures. 

Lawyers who prioritize relationship-building with clients, colleagues, and stakeholders stand out in a competitive field. James pointed out that diversity in these relationships strengthens firms by offering a variety of perspectives and approaches, ultimately resulting in more innovative solutions and a broader client base. His suggestion to firms is to see diversity as part of their strategic positioning. Just as firms might pride themselves on having the best legal services or client experience, James argues they should also aim to be the best at attracting, developing, and retaining a diverse mix of talent. 

DEI initiatives should not exist just to check a box or respond to current trends; they need to be integrated into a firm’s core mission. He encourages firms to ask themselves why they are pursuing DEI and how it contributes to their overall mission. By connecting DEI to the firm’s purpose, leaders can create initiatives that resonate with their teams and foster genuine commitment. 

James explained that the focus should not solely be on external markers of diversity but also on building a culture where all voices are valued and respected. He shared a powerful reminder that relationships form the foundation of any organization’s DEI efforts. When people feel comfortable and valued in their workplace, they are more likely to contribute their best ideas, engage actively, and support the firm’s goals. 

He noted that strategic thinking is essential for leaders, who must look around the corner to anticipate future needs and trends. In today’s diverse and evolving society, leaders who fail to adapt risk becoming obsolete. By making DEI part of the strategic framework, firms can create an environment that’s not only inclusive but also resilient and adaptable to future changes. Leaders should model the inclusive behaviors they expect from their teams, setting the tone for an organization that values diversity as part of its identity. 

I found his perspective both practical and inspiring. He simplifies the DEI conversation by stripping away the unnecessary complexities and focusing on what really matters: relationships, intentionality and strategic alignment. For firms considering or currently engaged in DEI initiatives, his approach offers a path toward meaningful change. DEI should be a clear part of a firm’s strategy, connected to its purpose, and executed in ways that enhance relationships across the board. 

Ultimately, James’s insights reinforce the idea that DEI is not a fleeting trend or a one-size-fits-all solution. It’s an essential aspect of modern leadership and organizational culture, particularly for law firms looking to create environments where everyone can thrive. By redefining DEI as a relationship discipline and embedding it into the firm’s strategic mission, law firms can not only meet the expectations of their clients and communities but also build stronger, more cohesive teams. 

For more information about taking your law practice to the next level, please email me directly at steve@fretzin.com.

Steve Fretzin, an expert at legal business development, is the author of four books regarding the topic and is the host of the Be That Lawyer podcast. He has helped hundreds of attorneys across the world dramatically grow their book of business while living a well-balanced life. He can be reached at steve@fretzin.com.

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