How Should You Talk About Race at Work Without Alienating Your Black Colleagues?
5 ways leaders can tackle tough topics and support equality in the workplace.
It’s hard to believe it’s been over four months since George Floyd was murdered. And with our nation’s attention span bombarded by a truly bizarre, unprecedented news cycle, leaders may be distracted from the Black Lives Matter movement.
However, as Black people in the workplace, we don’t have the choice to put these human rights issues on the back burner. Whether we’re walking down the street, into an interview, driving on the highway — society reminds us and reinforces our “other”-ness through its actions.
In a recent meeting, I witnessed a white man call a more junior black colleague “hey, guy” to his face (he didn’t remember his name, and I later spoke to him about how this wasn’t appropriate). Who knows, he might have done the same to a young white man. But because Black people face these small gestures often, it contributes to the perception that we are not valued, not worth it, or worse — not equal as human beings.
It’s tempting to believe that all Black people are processing events in the news the same way. This is not true. Calling and texting us about the news cycle can sometimes feel like you’re saying: sorry this is happening to you, not to me.
On the other hand, an unprecedented number of white and non-Black people in our country recognize that these struggles are real, that they are exhausting, and that they need to be changed. Many have spent time doing “the work” — reading, learning, understanding the pain that your Black colleagues have lived through in and out of the workplace.
But now, how do you demonstrate that you’re on our team? How can you show your commitment to change? And most importantly, how should you talk about race in the workplace without alienating your Black colleagues?
Linking arms and joining the movement
A friend of mine who is white called me after reading my article on “one-size fits all” diversity programs.
“I don’t want to be that person who goes to my Black colleagues to talk about race and ends up making them feel exhausted, singled out, or overwhelmed,” she said. “I’ve done a lot of reading, reflecting, and listening. I know that I have more to do. But I can’t just talk about it with other white people.”
“Then I’m just stuck in my own echo chamber.”
She has a point.
Perhaps, like her, you’ve picked up a copy of Isabel Wilkerson’s Caste, read Malcolm X’s biography, started following Black writers, or even marched in the streets against the horrors and injustices happening to Black people in the present day. Maybe you were shocked to learn, for example, that the Nazis studied American Jim Crow laws to inform their strategy.
Perhaps your heart, like hers, is heavy with the realization that these injustices have been happening for hundreds of years, accepted as a natural and normal part of our society.
So if you want to talk about race in the workplace, acknowledge that it can’t just be about whatever’s in the news cycle.
Starting there will help you relate in a more human way to your Black colleagues and build initiatives that address the long-term pain that lives in our country’s history.
Having the conversation
If you’re a business leader, manager, or colleague to Black employees and are stumped about how to actually start a conversation, here are a few places to start.
1. Name your values and your company’s values.
It’s critical that the organization states its values openly and directly. Statements like “we believe in diversity and inclusion” are vague and don’t tackle the issues head-on. The classic example is the now-disgraced Enron, whose values were so vague and so poorly integrated with the organization’s decisions, that the company ultimately imploded due to corruption.
Harvard Business Review recommends being direct and explicit, and back up your values with action. If you’re a leader, use your platform to put a stake in the ground. For example: “The disproportionate injustices inflicted upon Black people by police are wrong. We are committed to fighting against systemic bias and creating economic equity for our Black employees and the communities we operate in. Specifically, here’s what we are doing.” Much stronger.
2. When a group of employees experiences trauma, don’t single them out to talk about it (unless you already have a strong relationship with them).
The CDC defines trauma as “events…characterized by a sense of horror, helplessness, serious injury, or the threat of serious injury or death.” It’s tempting to want to dive right into the events in the news cycle in great detail. But your Black colleagues may not be ready to engage on that level. Also, calling and texting us about the news cycle can sometimes feel like you’re saying: sorry this is happening to you, not to me, a fellow human being.
Instead, experts recommend building a network of resources to help; for example, “resolve day-to-day conflicts so they do not build up and add to their stress” (i.e., helping balance their workload, offering mental health days), as well as increasing resources like mental health and group forums to discuss issues on hand.
3. Extend an olive branch with no expectations.
During the conversation I wrote about above, I told my friend who is a mother of two small children, an example that she could relate to. I had her imagine if a young, single man came to her and said, “Wow, I’ve been learning a lot about how much work it is to care for a child and work full time. My sister just had a baby. I know I can’t possibly understand, but I want to support you in the workplace and recognize the challenges you face that I do not. Let me know any time what I can do.”
Empathy means understanding another person’s experience, perspective, and feelings, but it doesn’t mean you’ll be the one to solve it or even talk about it with them.
Tell your Black colleagues about what you’re learning, that you want to help, but don’t expect them to respond immediately. They’ll come to you if and when they’re ready.
4. Listen, then solve.
Sometimes problems are so glaring that you can jump right in to make them right (like fixing pay discrepancy, promotion opportunities, or sponsorship). But at other times, being part of the movement means hearing, understanding, and empathizing before taking action. Understanding builds trust, and trust empowers your employees to come to you more often with ideas.
I recently advised a company’s Black employee group to go to their Global Senior Vice President with a deck that started out saying, “Our community is hurting. We are hurting. We need you to hear that.” The SVP was surprised because he thought he would be asked to just write a check for diversity initiatives. But it made him pause and let his guard down. In the end, he committed not only to fund their ideas, but he also offered his time on a regular basis to hear and problem-solve together on the systemic issues in the workplace.
The trust he built with them helped him be part of their movement, not just an outsider listening to ideas.
5. Talk to the perpetrators, not just the victims.
If you see a situation where a person in a marginalized group is mistreated, consoling them is a natural reaction. Do that. But also remember: as leaders, we are in unique positions to see what goes on behind the scenes and influence decisions.
Ask the tough questions: “Did you pass up that employee for a promotion for the same reasons you would a white employee?” or, “Where do we stand on our commitment to filling our shelves with X% Black-owned products?”
Many unconscious bias experts recommend injecting a neutral moderator into the interview process who has no direct management duties over the team in question. Taking a stand when marginalized groups aren’t in the room is an important step, especially if there isn’t strong representation at your organization.
Last but not least, remember that cultural change in organizations takes time. Leaders must be catalysts for this change. Be patient, recommit, and restate your company’s values, and those that aren’t on board with those values will eventually get the memo. If not, you can gently show them the door.
Erin Braddock Guthrie writes about anti-racism in the workplace with pragmatic, actionable tips for business leaders and employees alike. You can read her 4-part series on “Why ‘Diversity and Inclusion’ sets the bar too low” starting here. Erin has spent her career in both the public and private sector, working at companies such as Uber, McKinsey, and Amazon.
