The recent political cacophony in the USA, around EDI (Equity, Diversity, Inclusion) has got me thinking. There’s a war being waged by Trump et al, who claim that resources have been poured into EDI for little return. Hate to say it but I agree!

Hear me out.

We have long professed our commitment to ‘EDI’ at CFG. And we meant it. Investment in training sessions, reading lists, internal EDI groups, policy reviews and rewrites, EDI champions... We’ve done a lot. Yet, despite these actions, I’ve had to confront an uncomfortable truth: are our efforts, albeit unintentionally, more performative than transformational?

Last year, I joined the ‘Further, Faster’ programme, seeking tangible ways to create meaningful change. I expected to receive practical tools and quick fixes, but I quickly discovered that real progress only begins when we challenge our thinking, unlearn established patterns and commit to being anti-oppressive in fact, not just theory.

It’s safe to say that a few weeks into the programme and I’m angry. I’m angry that racism is the product of a few seeking to maximise their lot at the expense of others. I’m angry that the endless pursuit of growth through extractive practices leads to oppression and exploitation. I’m angry the political solutions seem to always point to anti-immigration and spending cuts, rather than looking for better economic models that serve us all.

What’s the answer? Education is absolutely key, yes, but we must do more than just stand alongside in support and refine our policies. We need to keep working for systems change that’s for the good of everyone and it’s here that I go back to the personal commitments I’ve made as part of the ‘Further, Faster’ initiative:

1. Think deeply and reflect (not jump to quick wins and actions)
2. Identify what the future could look like
3. Find actions that disrupt systems rather than taking conventional EDI approaches

And how do we do that?

I strongly believe the answer lies in approaching leadership with love. You may have heard me talk about this before. For those hearing it for the first time, I want this point to be really clear: I’m talking about love as a transformative principle, not as a sentimental notion.

Love is not fluffy. Leading with love means being curious, amplifying voices and advocating. It means approaching differences with openness rather than defensiveness. It means unifying, not dividing.

Leading with love requires boldness and unwavering commitment. It means sitting with discomfort, questioning ourselves, examining our actions, and making changes. Leading with love embraces patience and compassion, while rejecting ego and force. It acknowledges there isn't a single answer or approach and accepts multiple experiences and pathways.

So, whilst I agree with Trump that EDI may have failed to deliver sufficient change, I disagree with him on the causes and the alternatives. Love, not hate, stands as the antidote to systems that dictate narrow viewpoints and rigid structures. It leads to genuine equality, diversity and inclusion.

What has EDI done for us? Like the classic Monty Python sketch, in ‘The Life of Brian’, the answer is ‘a lot’, but it risks remaining the tool of the oppressor, to be tossed aside at the stroke of a pen when it becomes politically unpopular. Love on the other hand, as the late Deborah Anapol wrote, ‘...cannot be turned on as a reward. It cannot be turned off as a punishment... the real deal can never be delivered if it doesn't spring freely from the heart’.
The ‘Further, Faster’ programme has deepened my commitment to this leadership approach. Genuine change requires more than well-intentioned policies. It demands a fundamental shift in the systems we operate within.

Let’s shift from well-intentioned EDI to active committed change, fuelled by love, not hate. However bad things seem, and how angry we might feel, let’s trust that love will take us all further, faster.

Caron Bradshaw is the chief executive of the Charity Finance Group

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