Diversity, LGBTQ+ Inclusion, and CEO Activism: Leadership Instead of Marketing.
Many corporations prominently feature “Diversity and Inclusion” in their brand identity. They believe that diverse perspectives and inclusive environments made their business stronger and more innovative. By fostering equal opportunities and supporting diverse talent and suppliers, they aim to create long-term value not only for the company but also for society as a whole.
Today, diversity and LGBTQ+ inclusion are no longer quiet internal principles—they’ve become frequent themes in public communication. Pride flags light up corporate logos in June. Campaigns are launched. Statements are made. But once the calendar flips, the question remains: what’s left when the marketing ends? And what is the impact of a CEO?
A Buzzword That Can Backfire
In recent years, diversity has been heavily spotlighted, amplified by social media and global movements. Yet in that amplification lies a risk: when handled poorly or insincerely, diversity messaging can do more harm than good.
Take the example of Volkswagen. The company publicly supported LGBTQ+ inclusion, participating in Pride events and changing its logo to rainbow colours on social media during Pride Month. However, in 2022, it removed the rainbow branding from its Middle Eastern accounts, while retaining it in Western markets such as Germany and the US. The inconsistency drew widespread criticism for what is known as “rainbow-washing” and performative activism. It also raised internal questions about whether the company’s commitment to diversity was truly global, or selectively applied when convenient.
In contrast, Johnson & Johnson presents a more integrated and sustained approach. The company embeds Diversity, Equity & Inclusion (DEI) as a core element of its strategy and culture. DEI goals are measurable, transparent, and tied to leadership accountability. Internally, J&J promotes inclusion through employee resource groups, unconscious bias training, and diverse recruitment practices. Externally, it invests in supplier diversity and health equity initiatives to reach underrepresented communities. As former Chairman and CEO Alex Gorsky put it:
We make diversity and inclusion a way of leading every day… It’s something we’re all responsible for.
From Values to Practice
Organizations must ask themselves a fundamental question: Is diversity part of our culture, or part of our marketing? And if it is part of our culture, how do we communicate and lead it authentically?
True inclusion is not a seasonal campaign. It’s a consistent leadership commitment that touches every aspect of the business—from talent strategy and leadership development to client relationships and long-term reputation.
Why it matters:
- Attracting and retaining talent: Inclusive companies are more effective at attracting, engaging, and retaining top talent, particularly among younger generations who value purpose and alignment with their values in the workplace.
- Innovation through diversity: Diverse teams are more creative, make better decisions, and have a deeper understanding of global markets.
- Trust and credibility: Inconsistent engagement on social issues—like backing Pride one year and quietly stepping away the next—erodes trust and opens the door to reputational risk.
CEO Activism: The CEO’s Role: Responsibility and Risk
In this context, the CEO plays a pivotal role. A company’s values are only as credible as its leadership. CEO activism—where a chief executive takes a public stance on societal issues—is no longer the exception; it’s increasingly expected.
When done right, CEO activism brings authenticity to corporate values. It offers clarity to employees, customers, and investors. It also provides companies with a platform to drive meaningful progress beyond their operations.
However, it’s a balancing act:
- A public stance can polarize stakeholders and provoke political or media backlash.
- CEOs who engage in activism invite heightened scrutiny, both personally and corporately.
- If not carefully managed, CEO activism can lead to overexposure, where values become personified in a single individual, undermining collective leadership and shared responsibility throughout the company.
Lead by Example, Not by Hashtag
For companies that want to be seen as inclusive, the path is clear: first, be genuinely inclusive, consistently and structurally. External communication should reflect internal reality.
And if a CEO chooses to speak up on diversity or LGBTQ+ inclusion, it must come from a place of conviction, not convenience. It must reflect values already embedded in the organization, not an attempt to catch up with public sentiment.
Diversity and inclusion are not strategies. They are leadership imperatives.
When embedded deeply, they lead to more innovative cultures, stronger brands, and greater business resilience. When used superficially, they create reputational vulnerability and internal disengagement.
From Policy to Practice: How Organizations Should Drive Inclusion
To truly live diversity and LGBTQ+ inclusion, companies must integrate it into three core dimensions:
- Internally – Culture & Leadership
- Inclusive hiring and promotion practices
- Psychological safety and ERGs (employee resource groups)
- Education and accountability at the leadership level
- Externally – Voice & Action
- Supporting LGBTQ+ rights beyond marketing moments
- Transparent reporting on inclusion goals
- Partnering with organizations driving change
- Consistent Year-Round Engagement
- Communicate values clearly and live them consistently
- Avoid “rainbow-washing” or performative gestures
- Act with integrity, even when no one is watching