A note: This article is part 2 of a 2 part series. Read “Stay in Relationship: Demonstrating Trust and Care in Racial Justice & Equity Work.”
How do I personally show care for Black and other people of non-White, non-heterosexual, cisgender identities in environments where the leadership is white, cisgendered, and heteronormative; the cultural norms are white, cisgendered, and heteronormative; the workforce is white, cisgendered, and heteronormative; and/or issues of racial and gender diversity have not been addressed at all?
Just as one clear example, I WILL NOT engage in diversity, recruitment, and retention right away. Indeed, as I shared in a recent interview I did with The Berkshire Eagle, it's really important that organizations learn how to talk about race before rushing to hire people to fill a quota or make up one of those vintage Benetton ads. And—some critical context that unfortunately didn't make it into the article—when you DO decide to hire Black people, then please, do it with care and support, and the long overdue preparation in the organization. Place them in leadership positions with adequate resources to be successful for what they were hired to accomplish. Recruit a small cohort and encourage affinity group meetings. Have a mentor system for all new hires. Train your managers to coach and train cross-culturally. Train your employees to work cross culturally and follow leadership from folks historically not represented in your workplace, sector or community. Be color brave.
Indeed without those procedures in place, to my point in the article, and as I say in my coaching, more harm and extraction will happen. Diligent care and precision should be taken when focusing on strategic, quality diversity equity and inclusion work. A cautionary tale is the evidence of how active toxic white supremacy culture is present when the interpretation or adaptation of my message and leadership is "take your time" or "do not hire BIPOC.” On the contrary, my message is do it with all sincerity, care, attention, and competence required to build conditions for success.
In phase one of IDEA work, the foundation is values and vision work, cultural awareness and cultural humility work, and cultural competence and proficiency work. After we’ve done this work, only then can an organization begin to implement new policies and integrate individuals and groups. Only then can we integrate equity and inclusion work into strategy around hiring, mentoring, recruitment, and retention. If none of that foundational work is done (and done well with intention, affirmation, and yes, resources), I know that I will not be capable of delivering on reliable, competent work, let alone do so with the care required for the new hires. I will not be able to provide authentic, sincere, quality work that can be sustained by the pre-existing staff. And I will not be able to hold the organization accountable for expectations of safety for these new employees.
Please read this interesting Essence article from a recounting of a Black woman, Chaédria LaBouvier, speaking out about her experience as a first as a “diverse” hire and all of the microinequities involved in the work she was charged to do.
“Black women know all too well that being ‘a first’ too often comes with constant experiences of discrimination, micro-aggressions and hostility. LaBouvier says that she is no exception. Growing up with three Basquiat drawings above the sofa in her home, the native Texan says her exposure to the artist ‘instigated my lifelong interest.’ She’s been a scholar of the intersections between race, class, gender and police brutality since her time at Williams College, and she was originally excited to continue that work at her historic Guggenheim exhibition.”
—Nylah Burton
If I were to proceed without this work being done first, most disturbing would be the harm I would be complicit in by supporting: tokenism, toxic work environments, and ultimately reinforcing a negative bias by having a scenario where so many people are in no way set up for success. Organizations need to intentionally prepare for equity and justice work. Some examples are cultural competence training, cross-cultural manager training for coaching a diverse team, a mentor plan for new hires, and deliberate, inclusive hiring practices.
© 2020 Gwendolyn VanSant