Four Anti-racist Choices Corporate America Can Make Right Now
Corporate America’s recent response to the issue of police violence and anti-Black racism feels like it could be more than the usual lip service. But are companies ready to do the painful self-reflection required to be part of the solution? Here are four choices they can make to show they’re for real this time.
Why is the business world having such a hard time knowing where it stands in the current climate? For many companies, Slalom included, this is the first time they have engaged with the Black Lives Matter movement — or with any Black civil rights movement for that matter. How many have been silent since the struggles of the 60s through to the present? Companies know this is a critical moment, and are facing pressure to be on the right side of history. But to actually be on the right side requires acknowledging the times when they have been on the wrong side. The ways they’ve historically neglected Black people. Not just neglected, but actively failed them.
There are many things that companies can do to repair those damaged relationships and do better by their Black team members. I don’t claim to have all the answers, and there is not one single, correct way forward. The following is not meant to be anything close to a definitive list, but rather four specific, actionable things that companies can do right now to help ensure an authentic and sustainable response. The sustainability of the response will require listening — especially when it’s uncomfortable — and then being willing to act upon what you hear. Truth and reconciliation starts with truth.
1. Make all these new seats at the table permanent
In my own network, Black professionals have reported being exhausted these last few weeks, not only from traumatic events in the news, but because they’re suddenly being invited to SO MANY MEETINGS. And subjected to so many questions: How are you doing? What should we do? Black people are needed now in inner circles because there weren’t enough of them there to begin with.
If you need your Black colleagues now, it means you’ve always needed them. You just didn’t know it. In asking for their help now, when you’ve been forced to, you’ve just identified potential leaders. Recognize that and recognize them. Pay and invest in them. Don’t stop inviting them to important meetings when this “blows over.” It’s not going to blow over. And none of this matters if there’s not Black representation where critical decisions are made. That will involve ceding power — real power, not mere representation.
2. Leaders, don’t be afraid to address Black people directly
There are many robust programs to recruit and support women, vets, LGBTQIA+ folks, and other groups. These efforts are needed and should be supported. And — not incidentally — there are Black people in all of these groups. But when it comes to reaching out to Black professionals specifically, these efforts are too often laid at the feet of Black people themselves. It’s Black affinity groups that are going into Black high schools and talking to Black college students. Executives must make sure that not only recruiting, but also awareness, education, and mentoring efforts don’t fall exclusively on the shoulders of Black employees
It tends to make people nervous to address Black people with intentionality. We need to get over that. The position of companies is often something along the lines of, “Well, we can’t set out to fill a particular role with a specific ethnicity. We need to build a diverse pipeline, and then hire the best person for the role, regardless of what they look like.” This approach puts the focus on the process rather than the results, and lets companies off the hook for making a token effort.
Targeted Universalism is an equity framework that can be helpful here. Chris Perrius of the National Equity Project: “In its simplest definition, targeted universalism alters the usual approach of universal strategies (policies that make no distinctions among citizens’ status, such as universal health care) to achieve universal goals (improved health), and instead suggests we use targeted strategies to reach universal goals.” In other words, focus your efforts on the most marginalized communities, and you will end up helping everyone. This framework focuses the work of the community on developing short- and long-term targeted solutions — in this case, explicitly focusing recruiting efforts on black people — to reach a larger shared goal. (The Slowdown has explored the concept of Targeted Universalism as it relates to inclusive signage and urban design — editor)
3. Improve transparency on diversity data
We are often told that data is the future of business. “Data-powered decision making” will power the business successes of the future, and we should cultivate an internal culture of data transparency. But many companies are hesitant to share the diversity data on their own workforces. There is good reason for this, as the picture painted by the data is often not good.
One question that is often raised is, “What are the legal implications of releasing data? Will it expose us to liability?” However, it’s important to realize how a company’s decision rationale on this point can — intentionally or not — accommodate a racist system. This is how issues get slow-walked into oblivion.
I call on companies to adopt a policy of radical transparency. How many Black people are in your organization? How many are in positions of leadership and influence? Release this data where appropriate, admit where it falls short, and make a plan to fix it. One idea: Make a diversity dashboard available to all employees to slice, dice and contemplate the data. Data fuels innovation, or so we’re told. Let’s unleash data-fueled innovation on this issue with the same energy that we approach other business imperatives.
In addition to dashboards, companies should issue annual DEI (Diversity, Equity, and Inclusion) reports on hiring and leadership disparities, and progress made toward stated goals. Let’s get some of those business KPIs working on the side of justice.
4. Be honest about past neglect of Black issues
One of the issues with inclusive hiring is keeping the people you recruit. Retention. Lift up that bland word “retention,” and underneath you will find countless heartbreaking individual stories of real people. Black employees who left their jobs, not for a better opportunity, but for their own self-preservation. Who might might have one of the few Black people — or even the only Black person — at their office. Who were never part of the inner circle where careers are advanced and favors granted, and were subjected instead to gaslighting and undermining behavior.
In the wake of Mental Health Awareness Month, we’re keenly aware that may Black people have suffered massive stress and trauma in the pursuit of their career goals to the point where it’s normalized. Feeling on the edge of a breakdown at the end of the week becomes just another part of the job.
Companies, reach out to Black employees who have left. Ask them why they left, and what you can do to improve the lives of current Black employees. Reach out to these current employees, too. Share what you’ve learned and how you’re going to do better.
These four things are only a start — one of countless starts that need to be made. Black people need more than expressions of executive support and anti-racism book clubs. We need action. I call on companies to back up their current rhetoric and get busy. If the process involves discomfort, that’s a sign we’re on the right track.
Thank you for listening.
