The passing of Congressman John Lewis has been a poignant reminder of how far we have come as a nation and how much further we have to go. Our country has been divided and politicized on critical issues whether it be masks or no masks, the purpose of protests, violence in major cities, friends against friends, lives that matter, and hostility among family members. Amidst this turmoil, add the stress of the pandemic. In some ways, the current reality is more tumultuous than the sixties and the outcome, the new normal, has yet to be defined.
No better time than now to remind ourselves about what is good and right. John Lewis was a pacifist, a peaceful protester who suffered the consequences of going up against the injustices that had been ingrained in our society since the beginning of our nation. And in the end, he said he would do it all again and urged everyone to stand up, get into “good trouble” and peacefully fight for what is fair and just.
Bringing it home to our businesses and leadership roles—what is the right thing to do when there are so many different passionate points of view? In one organization I know two people see the organization in radically different ways. One accuses the company of being outwardly racist and full of microaggressions. The other person after 10 years in the organization claims never to have experienced any incidences of racism. Both of these employees are people of color. What is the reality? What’s a leader to do?
As leaders we have an obligation to stand up and reject racism. Here are five ways you can speak up and act against racism and discrimination in the workplace. (Excerpted and edited from Stanford Ideal Engage Anti-Racism Toolkit: Take action to confront and reject racism)
- Reject visible and invisible signs that others are “Not Welcome Here.” As a leader, you set the tone for your team. Do you have a clearly stated zero tolerance policy against racism, and other acts of intolerance (e.g., sexual misconduct and discrimination)? As the saying goes, what you allow is what will continue. Does everyone know where you stand, and why?
- Ensure “Do No Harm.” As a leader, you need to role model antiracism, which includes actively “calling out” and rejecting racist or discriminatory speech or actions. How will you respond when the actions of the group (or an individual) are racist, sexist, or hurtful? It is just as important to respond to and reject microaggressions, which are statements, actions, or incidents that are indirect, subtle, or unintentional discriminations against members of marginalized groups. Seek them out, become sensitive to their occurrence, and help your team manage them out of existence.
- Refuse to let silence condone racism. When we let our discomfort with this topic lead to silence or inaction, we are in effect allowing the people who look to us for guidance to interpret our silence and inaction as not caring or agreeing with the racist or discriminatory words, policies or actions being communicated. Tolerating intolerance allows the problem spread. How quickly will you speak up when you see behavior that is tearing people down and destroying your team?
- Remember that “Free Speech Doesn’t Mean Free Reign.” Leaders need to take people aside to call them on their racist or sexist speech. In a private forum, there is a method for expressing yourself in a way that is not intended to incite conflict. Begin in the first person: “When I heard what you said…” or “When I saw what you did…” and explain what it meant to you in a way that’s calm and even-handed. The conversation isn’t a debate, but an understanding that actions have consequences.
- Be prepared to take needed action. Confronting racism at work and at home can be a difficult dialogue, one that we might prefer to avoid rather than have to deal with the potential disagreement and tension. But this is exactly why it’s important to learn how to have these difficult conversations and approach them as an opportunity for growth.
Here are some actions for you to take as you prepare to confront these issues:
- Consider carefully the scope of your conversation. Do you wish to convert or change the thinking of a racially insensitive person? That’s a tall order. A more realistic goal: reaching understanding and encouraging new behavior. Understanding how words (and actions) can do harm–even unintentionally–and shed a nonconfrontational light on unwanted actions. Maybe you can’t change minds, but you can close lips. And curb behavior.
- If you believe the person had malicious or harmful intent (i.e., what they said or did was unambiguously racist, the conversation needs to include HR or senior leadership. Remember that beyond the moral implications of racism, racist remarks foster a hostile and offensive work environment. Be prepared to take disciplinary action./li>
- Lastly, it seems to me the most important leadership principle in this whole fraught environment is to foster communication and understanding. We are in a time of radically different and passionate points of view. Dialogue, not confrontation, is the process to help us understand that “we are all in this together.”