Over a year after the world witnessed George Floyd’s murder and the resurgence of BLM, organisations are facing mounting pressure to take action on race and ethnic equality in the workplace. In the UK, the urgent need for change has been recognised by organisations such as The Bank of England and the Financial Conduct Authority, who recently shared their plans to regulate equality in financial services.
To create the real, systemic change needed to achieve ethnic equality in the workplace, leaders must actively remove the barriers to equality in their organisations in simple, visible ways. Senior leaders have the power and responsibility to do this and yet we’re often asked the question:
“What practical actions can I take to make a difference?”
To address this, we’ve developed an action-oriented, inclusive leadership programme for senior leaders. The programme looks at intersections of difference including race and ethnicity, gender, religion, class and other identities. In the table below, we discuss five barriers to race and ethnic equality (identified in research) along with 15 practical actions that can be taken to remove them.
Here are three steps to get you started on your journey to active, inclusive leadership:
1. Select one action that you are ready to undertake from each barrier category in the table below.
2. Spell out the specific activities and steps you commit to undertake.
3. Make a public commitment to your specified actions.
|5 Barriers to race and ethnic equality||15 Practical Actions for senior leaders to remove the barriers|
|A.||Facilitate Social Capital: |
Typically, access is shared disproportionally within majority colleagues
|1. Share your networks with colleagues who belong to racially and ethnically minoritised groups, make introductions to key gatekeepers who can enable career progression
2. Run inclusive meetings, include people from diverse backgrounds in your regular activities
3. Sponsor, mentor, coach individuals who are different from you; broaden your inner circle
We are naturally disposed to like those who are like us and avoid those who are different. We need to be intentional about making conscious decisions to overcome biases
|4. Celebrate difference; join, support, champion, sponsor at least one diversity network, talk about and understand others’ lived experience
5. Be a visible champion for change, identify yourself as one, put this in your email signature and profile name; be diversity fluent
6. Be an upstander and pro-active ally, spot and call out microaggressions and discriminatory language, expand your zone of micro-affirmations
|C.||Review Cultural Norms:|
Organisational norms are ‘set’ to fit the dominant culture, forcing some people to assimilate, ‘code switch’ and not bring their authentic selves to work
|7. Promote a learning culture that values openness, creativity, and exploration, with psychological safety
8. Have conversations to express the benefits of diversity, publicly reject colour blindness and the myth of meritocracy
9. Establish protocols that actively beat bias, develop inclusive guidelines such as a glossary of terms, recruitment toolkit, performance appraisal guides
|D.||Devise Structural Processes:|
Career accelerating opportunities are more likely to be available to colleagues with comparable potential and talent but who happen to come from the dominant culture
|10. Review talent processes – attraction, recruitment, retention, progression, pay equity to ensure shadow processes are not undermining aspirations for meritocracy
11. Review language and images in all communications to eliminate stereotyping and coded language that sends messages of exclusion
12. Expose and change the shadow processes in the work environment, identify and remove the unwritten rules that discriminate silently
|E.||Create access to leadership:|
For majority ethnic colleagues there are shadow opportunities that create a pathway to success, while for minority ethnic individuals there is a strong focus on ‘fixing’ or ‘developing’ the group
|13. Practice Inclusive leadership, encourage other leaders and people managers to do the same, critically evaluate promotion processes and succession plans
14. Set targets, monitor and intentionally diversify leadership ranks
15. Establish training and change programmes that target the entire ecosystem including minority talent, senior leaders, HR managers, network leads, line managers, and internal Learning & Development experts/coaches
These actions are just a starting point. We’d love to work with you to establish a bespoke structure for leadership action at your company. By applying the science of psychology and our Inclusion Ecosystem© approach, we can help you and your senior leaders tackle racial bias, improve equity and inclusion, and get the very best out of diversity in your organisation. Our impact and track record are based on the philosophy that everyone has a role to play to build sustainable and meaningful change.
To find out more, please contact us.
By Dr. Doyin Atewologun, Director of Alpha Psi, and Dr. Manjari Prashar, Senior Consultant Delta Alpha Psi.