From the start of her career, Rachel DeSoto-Jackson understood that meaningful change begins with conversation. She saw how uncomfortable discussions about race, gender, and identity could lead to silence rather than progress. But instead of avoiding these moments, she leaned in—using empathy, education, and the power of performance to help people navigate them with confidence.
Her journey into DEI work wasn’t just about strategy; it was deeply personal. Early in her career, while working in applied theatre, she saw firsthand how storytelling could break down barriers. “People respond to stories—they see themselves reflected in narratives, and that’s where real understanding begins,” she explains. Whether she was leading a training session or designing a theatre-based simulation, her goal was always the same: to create space for open, honest dialogue.
That early connection with audiences set the foundation for her work today. As an educator, consultant, and leader in diversity initiatives, DeSoto-Jackson has never lost sight of her passion for fostering inclusive conversations. She believes that when people feel heard, they are more willing to engage—even in the most difficult discussions.
“Too often, people fear saying the wrong thing, so they say nothing at all,” she says. “But silence doesn’t solve problems. The key is learning how to have these conversations in a way that is productive, not divisive.”
Now, as a recognized leader in the field, she helps organizations move past hesitation and into action. In this conversation with Business Insiders, DeSoto-Jackson shares her approach to guiding difficult conversations in the workplace—ensuring that dialogue leads to understanding, and understanding leads to change.
Building an Early Connection: Passion, Trust, and Authenticity
Rachel DeSoto-Jackson’s ability to foster meaningful dialogue didn’t develop overnight. From the beginning of her career, she understood that real change starts with trust. Whether she was leading a workshop, speaking to students, or advising executives, she prioritized building connections before diving into difficult conversations.
“One of the biggest mistakes people make is assuming they can jump straight into heavy topics without first creating a foundation,” she says. “I’ve always believed that trust is built through consistency—showing up, listening, and proving that I’m in this work for the long haul, not just for a one-time session.”
Her passion for DEI work was evident early on, and that enthusiasm became a bridge to deeper discussions. Rather than relying solely on traditional training methods, she infused her background in applied theatre into her approach, using storytelling, role-play, and interactive exercises to engage her audience on a human level.
“When people see that you’re passionate about what you do, they’re more likely to listen,” DeSoto-Jackson explains. “That passion is contagious. It makes tough conversations feel less like a lecture and more like an opportunity for real connection.”
At IUP, this philosophy shaped her leadership in faculty training and DEI initiatives. She encouraged faculty and staff to share their own experiences and hesitations, allowing them to step into the conversation at their own pace. By modeling vulnerability—admitting when she didn’t have all the answers and learning alongside others—she made space for authentic dialogue.
“I never position myself as the sole expert in the room,” she says. “Instead, I see myself as a facilitator of learning. When people feel like they’re part of the process, they become invested in the outcome.”
This early connection-building approach has carried over into her corporate consulting work, where she’s helped major organizations develop DEI programs that go beyond surface-level training. Her ability to engage people at all levels—from executives to entry-level employees—comes from her commitment to creating conversations that feel personal, relevant, and actionable.
At the core of her success is an unwavering belief in the transformative power of dialogue. “The moment people realize that these conversations aren’t about blame, but about growth, that’s when real change starts to happen,” she says. “And that change can only happen if you build trust first.”
Building the Early Connection
For Rachel DeSoto-Jackson, breaking down resistance starts with meeting people where they are. She learned early in her career that forcing DEI conversations onto reluctant participants only deepened their skepticism. Instead, she focused on building trust, making the discussion feel personal, and staying passionate about why this work matters.
“One of the most important lessons I learned is that people won’t engage with a conversation if they don’t feel connected to it,” she says. “I don’t start with policies or statistics—I start with stories, with shared experiences. When people see themselves in the conversation, they start to listen differently.”
Her background in applied theatre gave her a unique advantage in creating those early connections. By using storytelling and performance as tools for engagement, she helped participants navigate difficult topics in a way that felt less like a lecture and more like an exploration. She developed workshops where employees could step into different perspectives, practicing difficult conversations in a controlled, low-risk environment.
“I remember a session where a senior executive—who had been hesitant about DEI training—participated in a role-play exercise about microaggressions in the workplace,” she recalls. “Afterward, he admitted that he had never considered how an offhand comment could make someone feel excluded. That moment wasn’t about proving him wrong—it was about helping him see something he hadn’t before.”
Her passion for the work was contagious. She didn’t just talk about DEI—she lived it, embedding its principles into every interaction. Whether leading a faculty training at IUP or consulting for corporate clients, she maintained a balance of patience and persistence, ensuring that even the most resistant individuals felt heard.
“You can’t demand openness from people—you have to create the conditions for it,” she says. “If I show up to these conversations with frustration, they’ll meet me with defensiveness. But if I show up with curiosity and a real commitment to understanding, that’s what I get in return.”
The Role of Leadership in Setting the Tone
While it’s crucial for employees to feel comfortable engaging in DEI discussions, DeSoto-Jackson underscores that leadership plays a defining role in setting the tone. Without executive buy-in, even the most well-designed DEI programs will struggle to make an impact.
“When leaders openly acknowledge that they, too, are learning, it gives everyone permission to engage in the process,” she says. “Transparency from leadership is key—admitting that they don’t have all the answers but are committed to growth creates a powerful ripple effect throughout an organization.”
Her consulting work with major organizations, including Sheetz, Virginia Public Media, and the National Organization for Rare Disorders, has reinforced this point. Companies that see long-term success with DEI efforts are those where leadership actively participates, rather than outsourcing training and expecting immediate results.
DeSoto-Jackson’s ability to connect with audiences early on in her career laid the foundation for this leadership-driven approach. She built trust not by positioning herself as the authority in the room but by fostering shared learning experiences. Whether she was working with faculty at IUP or executives in the corporate sector, she met people where they were, engaging them in discussions that felt personal, relevant, and solution-oriented.
“The best way to engage people in DEI conversations is to show them why it matters to them,” she explains. “If you make it too theoretical, people disengage. But when they see how these issues play out in their own workplace—how they impact hiring, retention, or even daily team dynamics—then the conversation becomes real.”
Her passion for this work kept her engaged even in the face of resistance. Early in her career, she encountered skepticism from leaders who saw DEI as a “nice-to-have” rather than a business priority. Rather than becoming discouraged, she refined her approach, using data, case studies, and storytelling to demonstrate the tangible benefits of inclusive workplaces.
“Seeing those lightbulb moments kept me going,” she says. “When someone who was hesitant at first starts asking deeper questions or sees their own role in fostering inclusion—that’s when you know you’re making an impact.”
That ability to inspire engagement has remained central to her work. Whether speaking to a room full of executives or leading a training session for employees, DeSoto-Jackson stays rooted in her belief that change happens when people feel personally invested.
Practical Strategies for Facilitating Difficult Conversations
For organizations looking to improve their approach to DEI discussions, DeSoto-Jackson offers several key strategies:
- Establish ground rules: “Every productive conversation needs clear guidelines,” she says. “Set expectations that emphasize active listening, respect, and the assumption of good intent.”
- Use structured facilitation methods: “Open-ended discussions can quickly derail without structure,” she explains. “I often use structured dialogue techniques, such as the ‘progressive stack,’ which ensures that historically underrepresented voices are prioritized in discussions.”
- Normalize discomfort: “Discomfort is part of growth,” DeSoto-Jackson emphasizes. “Instead of avoiding it, acknowledge it as a sign that people are engaging with new perspectives.”
- Follow up with action: “Conversations without follow-up can feel performative,” she warns. “Make sure discussions lead to concrete actions—whether that’s policy changes, leadership accountability, or continued education.”
A Personal Commitment to Change
Rachel DeSoto-Jackson’s journey serves as both inspiration and a call to action for those working in DEI, education, or leadership. Facilitating meaningful conversations on race, gender, and equity isn’t just about having the right tools—it’s about having the courage to use them.
“This work is personal,” she reflects. “It’s about seeing the impact, not just in policy or training sessions, but in the way people show up for each other—how they listen, how they lead, how they build spaces where everyone feels valued.”
A single conversation or initiative doesn’t measure success in this field, but by the lasting cultural shifts that come from persistent, thoughtful effort. It requires resilience, creativity, and a commitment to continuous learning. It also requires recognizing that change doesn’t happen overnight—but every dialogue, every moment of understanding, and every step toward inclusion is progress.
For those looking to make an impact, DeSoto-Jackson offers this advice: “Stay engaged. Keep pushing. Don’t be afraid of the difficult moments—those are where real growth happens. And most importantly, remember why you started. The work we do isn’t just necessary; it’s transformative.”
In an industry where change can sometimes feel slow, her words are a reminder that progress is built conversation by conversation, relationship by relationship. Those willing to invest in the process will not only create more inclusive workplaces but also shape a future where meaningful dialogue is the norm, not the exception.
