Welcome 2025! A Letter from Ilene Wasserman

Photo by Ilene Wasserman. Find more photos here.

Welcome, 2025!

Happy New Year to all our clients, collaborators, and friends! As we step into 2025, we are filled with excitement and anticipation for the year ahead. This is a time to reflect on our journey, celebrate growth, and embrace new opportunities for connection and impact.

Over the years, our work in coaching and senior leadership development has grown immensely. It has been a privilege to lead executive coaching and team-building initiatives through the McNulty Leadership Program at Wharton. Each interaction—whether with MBA students, Executive MBAs, global C-Suite leaders in the Advanced Management Program, or coaching faculty and medical staff—has been an opportunity for mutual growth and learning.

This year, we are deepening our focus on peer coaching. Together, we will expand the
transformative power of connection within teams, empowering leaders to learn from and with each other. Look for an upcoming article on using our peer coaching model in executive education for relationship learning.

Our commitment to lifelong learning also remains strong. I’ve reconnected with Dr. Terry Maltbia at Columbia University, engaging deeply with the Columbia Coaching Program. Meeting the 2024 cohort in November was a highlight of my year, and I am eager to continue this journey of exploration and growth with them through 2025.

Our consulting projects continue to be a cornerstone of our work. Mercedes Martin, Tanya Cruz, and I will build on our collaboration, helping leaders rewire their mindsets toward sustainability and transformative growth.

Jeff Branch and I remain devoted to enhancing organizational effectiveness for our consulting clients. We are also actively involved with The Lewin Center Board, working closely with Argentine Craig and Brenda Jones. Together, we will continue convening dialogue sessions to foster community engagement and advance social justice. This work is integral to our commitment to meaningful change.

This year, we are thrilled to welcome Abbie VanMeter to our team! Abbie’s work with the CMM Institute and her podcast series, Stories Lived. Stories Told., showcases her incredible creativity and dedication to storytelling. I highly recommend tuning in to some episodes! She will join ICW Consulting Group as a Program Manager and OD Consultant, bringing fresh energy and ideas to our projects. We are confident she will enrich our team in countless ways.

To all who have been part of this journey, thank you for your partnership, trust, and inspiration. Here’s to a year filled with growth, collaboration, and transformation. Let’s make 2025 a year to remember!

Warm regards,
Ilene
President & CEO
ICW Consulting Group

Navigating the Shifting Terrain of DEI: Integrating the Skills of Inclusive Adaptive Leadership

Photo by Ilene Wasserman. Find more photos here.

As the incoming administration prepares to take office, the national conversation around Diversity, Equity, and Inclusion (DEI) is undergoing a profound transformation. With growing resistance to DEI initiatives, organizations and advocates are rethinking how to ensure that leaders continue to fully engage people and strengthen teams.

Understanding the Backlash

Over the past few years, DEI has faced increasing scrutiny, with critics labeling initiatives as divisive or politically motivated. Legislation aimed at curbing DEI programs in public institutions and businesses has gained momentum in certain states, signaling a broader pushback against the language and principles of equity-focused efforts. This resistance often stems from misconceptions about DEI’s purpose, with detractors arguing that it prioritizes group identity over individual merit or fosters exclusion rather than inclusion.

Adaptive Inclusive Leadership

Adaptive Inclusive Leadership integrates the competencies of being curious, agile, and empathic, and valuing the contribution of all people at all levels.  At ICW Consulting Group, our approach to strengthening and maximizing the impact of teams and leadership has been to shine a light on the value of connections and distinctions among team members to address organizational issues.

Adaptive leaders practice inclusion by showing up authentically; aligning who they are with the values they proport; and prioritizing the development of their team members though team sessions, mentorship, coaching, and opportunities for skill enhancement. 

Balancing Authenticity with Strategy

While adapting language is essential, it is equally critical to maintain the authenticity of DEI efforts. Rebranding without genuine commitment risks alienating stakeholders and undermining trust. Transparency about the reasons for shifts in language, paired with clear articulation of goals, ensures that initiatives remain credible and effective.

The incoming administration’s stance on DEI will inevitably shape the broader climate. Organizations must be proactive, anticipating potential regulatory changes and public sentiment shifts. Building coalitions, fostering partnerships, and amplifying the voices of those directly impacted by inequities will remain vital.

Conclusion

As we navigate the changes in the  DEI landscape, we see strong leaders maintain their commitment to what works: alignment with organizational goals with shared values, emphasis on authenticity, and the importance of equity to leverage the strength involved in different perspectives. In this pivotal moment, the words we choose carry extraordinary weight—they can either build bridges or deepen divides. The task ahead is to ensure they do the former.

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