Diversity, equity, and inclusion (DEI) are appropriately top-of-mind in America today, particularly for health professionals, governmental officials, influential leaders, and concerned others—all who have witnessed the disproportionate devastation of socio-economically disadvantaged populations from the pandemic as well as those who desire to eradicate systemic racism.

Leadership at all levels has recognized not only the business case for addressing DEI but also, more importantly, the moral imperative to change long standing prejudices. Unfortunately, the current necessity and interest are neither new nor novel. In the 1950s, The Nature of Prejudice stimulated a similar discussion among socially conscious, responsible individuals; but as with many initiatives, interest waned and sadly, sustained remedies receded or vanished.

One example of the current interest in DEI is its feature as a discussion subject at last week’s annual meeting of the American College of Healthcare Executives. A second instance is the New England Journal of Medicine lead Perspective a month ago titled Digital Inclusion as Health Care—Supporting Health Care Equity with Digital-Infrastructure Initiatives. Appropriately, almost any discussion lately includes DEI.

Many healthcare organizations are adding a Chief Diversity and Inclusion Officer to the senior team. Roughly 20% of Fortune 500 companies already have a point person for diversity and inclusion initiatives. These professionals are responsible for creating, managing, and optimizing all efforts related to making the workplace a fairer, more-equitable environment for all employees. A closely related and relatively new position in healthcare C-suites is Chief Population Officer. Becker’s recently published a list of 58 competent leaders focused on community well-being and health.

The admirable interest in addressing inequities is marred by the lack of effective, proven, metrically driven programs. Just recognizing a problem is the first step but does not create a sustainable solution. Talking, writing, interacting, surveying, and thinking about DEI and population health can assuage some latent guilt but will not be sustainable long-term.

What can make a difference?

• Employing metrics at baseline and appropriate intervals
• Nudging individuals first, then families, followed by tribes (groups of families), organizations, regions, and finally large populations in the right direction
• Developing and codifying best practices, shared and implemented with specific goals that include timelines
• Sharing previous failures to be avoided
• Continuing to develop creative solutions that are customized for folks across the socio-economic spectrum in ethnically diverse communities, regions, and organizations
• Overcoming learned helplessness and the tyranny of the present by imagining a better near-term future

Admiring a long-existing problem, discussing new stresses, and ineffectively committing precious resources are non-sustainable options that will add frustration and disappointment. Dissatisfaction will set in no matter how altruistic, motivated, and enthusiastic the leaders and participants are at the onset of a well-meaning, self-designed program.

Fifteen years of experience and learning should not be underestimated. An Anglo-American proverb (commonly falsely identified as an African proverb) comes to mind, “If you want to go fast, go alone. If you want to go far, go together.” The Blue Zones Project—a program with proven objective metrics for over 4.5 million people, 5,000 organizations, and 70 communities—continues to grow. Consider skipping a fifteen-year learning curve to embrace success now.