Political shifts have led many companies to reconsider the work they do with communities, employees, and in sustainability. A quarter of respondents in a February 2025 CECP Pulse Survey reported that they are renaming their DEI programs, suggesting that while the core initiatives or intent may remain, companies are reframing them to align with shifting external expectations or to mitigate potential risks. Despite the changing landscape, though, their commitment to ethical business practices, sustainability, and inclusion remains crucial for long-term success.
Why it matters: Executives have sidestepped speaking out, with many drawing a line in the sand and only talking about things relevant to their business strategy. At CECP’s recent Board of Boards event, 45% of responding CEOs reported that the most effective bold move they can make towards sustainable business leadership over the long term is to further integrate their company’s values into their incentives and practices. And 23% of surveyed CEOs stated their bold move was to rally fellow CEOs to engage more deeply in community issues. While they are not opposed to speaking out in the future, they do not want to do so alone, and they want to be authentic on issues that matter to them and the business.
The big picture: For companies right now, the challenge is to balance regulatory compliance with maintaining core values, while also addressing economic pressures from new trade policies and increased tariffs. In this climate, the best path forward is clear communication and strategic reframing. Instead of relying on politically charged acronyms, companies can emphasize workplace belonging, career development, and fair management practices. Sustainable business efforts should be framed around risk management, operational efficiency, and long-term profitability—the business case
Details: Based on previous CECP work, and insights from experts at 200+ leading companies affiliated with CECP, here are six relevant points for CEOs and their teams to evaluate and determine what and how they should speak up:
- Breathe your corporate purpose. Clearly communicate your organization’s purpose, values, and how they align with your business strategy—it’s a North Star in trying times. Giving in Numbers™: 2024 Edition suggests that companies aligning business practices with corporate purpose had a 32% higher median revenue. And they also experienced a 45% higher median pre-tax profit in 2023, indicating a possible association between financial success and the integration of corporate purpose into a company’s measurement and operations.
- Consider how an issue impacts significant stakeholders. Does the topic address the broader needs of multiple stakeholders, including employees, partners, the board, investors, and others? Determine if those who might disagree are an acceptable loss and then focus on evaluating whether supporting the issue will make a “net positive” impact and difference in people’s lives and the business. While each stakeholder has their own asymmetric needs, CEOs and their teams can effectively assess the trade-offs across issues. A recent CECP Pulse Survey collected insights into the corporate response to USAID cuts to NGOs and found 11% are shifting existing community investments rather than increasing or decreasing overall funding, while 8% explained that while their overall strategy remains unchanged, they are exploring ways to support impacted partners, such as extending grant terms or reallocating line items.
- Talk with humility, openness, and authenticity. Before expressing opinions or making commitments, reflect on your company’s past actions and address any gaps. Sharing your views without aligning them with your company’s strategy, mission, and values can result in mixed or misunderstood messages. It’s important to remember that what you do speaks louder than what you say.
- Share strategies, progress, and metrics. Thoughtful long-term planning signals commitment to stakeholders. This includes creating KPIs that connect business strategy to people, planet, and communities and sharing progress overtime. CECP’s Integrated Long Term Plan helps companies communicate to investors how events in the short term are expected to impact plans in the long term. Some of those elements may include board governance on issues like cybersecurity, sustainability, and capital allocation. Also, powerful metrics that help executives compare the company with peers and identify areas of strength and opportunity. CECP’s Employee Engagement Benchmark is a tool for companies around four key categories: Purpose at Work, Opportunity for Growth, Wellbeing, and Culture of Community Involvement.
- Find the unique strengths and opportunities your company has to make a difference. Think boldly about what truly matters and why, focusing on where your company, industry, strategy, and workforce can align to have the most meaningful impact. For example, Winnebago Industries launched the One Good Thing campaign. Employees support community-led initiatives by volunteering their time and talent or offering charitable donations aiding local community issues. Along with the support of the Winnebago Industries Foundation, the company has donated over $1 million, logged 13,000 volunteer hours, and supported over 800 community partners in our FY2024.
- Innovation comes from engagement. Pay close attention to perspectives from those outside the traditional norms to make well-informed choices. Seeking input from a wide range of voices can help you foster new ideas. Customers, employees, or community leaders can often be strong supporters of the business. This approach not only promotes inclusivity but also strengthens brand reputation, drives innovation, and enhances long-term success by meeting the diverse needs of the market.
What to watch: Even with careful preparation, participating in a heated public discussion always carries some risk, and there will always be someone who opposes your viewpoint. However, the cost of staying silent on matters that are crucial to your business and its primary stakeholders is far too significant to avoid speaking up.
How do these points align with your company’s mission and work? How do they reflect your organization’s values, objectives, and culture? In what ways can you partner with other businesses or organizations to have a greater impact on important issues? These six points lay the foundation for a framework that will guide your response when key moments arise and outline the actions you can take to support your company’s stance. Foster internal dialogue about what truly matters and how you can take meaningful steps. Do you have a story about how your company is taking action? Reach out to CECP to share your experience with others.