Between Words and Action: 12 Characteristics of an Anti-Racist Organization

Defining what it means to be an anti-racist organization is on one hand, not that difficult, but on the other poses a challenge for leaders, colleagues and HR teams alike. 

Some leaders hide behind a lack action citing confusion over what anti-racism means. Others use it liberally, tacked onto the end of diversity and inclusion statements and press releases, as a token phrase, without truly embodying or acting on its principles.

Clarity on terms can hold us accountable 

An anti-racist organization acknowledges systemic racism within the workplace, from individual workers to C-suite leaders, as well as the ways wealth inequality in society may impact their bottom line though their consumer base.  

Anti-racist leaders take such evaluations and examine where in the work experience they can actively make existing systems of oppression equitable by opening up paths of opportunity to workers who previously didn’t have access to them. 

An anti-racist response requires everyday focus from within corporates, and personal responsibility from individuals to act. It requires embedding into our lives so that our perceptions change, and social and workplace interactions become equitable. But such systemic change will only happen when all parts of the system change with it. This is a description of real change rather than tokenism, beyond press releases, donations to charities and the revision of diversity policies. 

Disrupting white corporate supremacy will require deep listening, learning and action. It necessitates commitment to being for something rather than telling people about what the company is against: for white leaders to become comfortable with their discomfort and be accountable for change. 

The Final 10 

Towards the end of my book The Anti-Racist Organization: Dismantling Systemic Racism in the Workplace, I summarised some key principles weaved throughout the previous chapters. It was a way to solidify knowledge and help leaders think more expansively about how you can recalibrate your approach to dismantling systemic racism within your workplace, as an opportunity to transform individuals and teams, forging stronger relationships built upon authentic and equitable foundations, not feeling paralysed by fear, discomfort, guilt and/or misuse of power. 

1. People most impacted should be able to participate and be consulted on the solutions – through choice, not force. 
2. It is the responsibility of the organization to maintain order – think structures, accountability, and the like – and the responsibility of the community, your teams, to abide by the values and behavioural expectations that have been set. 
3. It is essential to set problem statements that are anchored in root cause analysis. Be relentless in tackling the cause, not passively addressing the symptoms. 
4. Insist on universal clarity on the problems to be solved. This is imperative if you are to make an informed decision about the solutions and guard against wasting time, money, energy and resources on actions that make very little to no difference. 
5. Progress must be measured by impact and the extent to which you have made a difference, not whether you’ve ticked off action points on your diversity and inclusion to-do list. 
6. Be prepared to play the long game and recognise the trade-off between long-term impact and short-term ROI. 
7. Feeling fatigued, frustrated and disengaged is common. I wish it wasn’t so, but as human beings it is hard to work tirelessly for something that doesn’t directly impact us. Dismantling systemic racism needs a different level of tenacity, optimism and fearlessness. 
8. There is no such thing as a static goalpost. What constitutes a success today may be perceived as subpar tomorrow. Be adaptable and focus on the vision of what you’re trying to achieve, not the recognition of what you’ve done so far. 
9. The change in business climate has seen us move from ‘should we diversify’ to ‘how fast can we do so?’ Case point: a lack of representation highlights a problem; it doesn’t tell you the cause. 
10. People will make mistakes and get it wrong at times, yet that isn’t a pass to excuse racist and discriminatory behaviour. We’ve moved on from focusing on intent, and prioritising white comfort. Just because someone didn’t mean it or were unaware doesn’t equate to not holding them accountable. 

And it was The Final 10 that inspired us to create the 12 Characteristics of an Anti-Racist Organization. A useful accountability tool that can be used in a plethora of ways to keep conversations focused, and hopefully minimise any ‘whataboutery’. 

While we’re on the subject... 

Understanding the barriers that different minoritised communities face is essential in creating a equitable and just society, and workplaces.

Racism, white supremacy, patriarchy are problems in other communities as well, and having insight and acting on the overlapping and interdependent systems of discrimination is vital to ending oppression across social categorisations of human beings. 

Yet the attempt to merge the specific discriminatory issues facing each minoritised community, minimises the core inequities each community faces.

If you are uncomfortable in specific naming anti-Black racism or find yourself preferring to focus on all 'ethnic minorities', explore why a focus on Black experiences causes you such resistance.

When individuals and organizations behave in this way, often to disguise their unease about concentrating on the experiences of Black colleagues, it reveals a predilection for simplicity, convenience and comfort.

This behaviour tends to dilute complex lived experiences, making them more palatable and less challenging for those who are not directly affected or those who are uncomfortable with a focus on Black individuals.

It's also important to acknowledge four things:

1. Black people and other racialised people, can themselves feel discomfort when the spotlight is turned on the racism that impacts those who share their racial identity.
2. Simply holding a position that is ostensibly designed to be part of the solution (e.g HR, DEI etc) doesn't necessarily translate into professional expertise (and compassion) which in turn doesn't also equate to better outcomes.
3. Focusing on racism as it affects those most impacted ultimately benefits everyone, yet that shouldn't be the basis of your 'business case' for change.
4. Hiring more Black people doesn't mean your mitigating the impact of racism.

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Shereen Daniels is the bestselling author of The Anti-Racist Organization: Dismantling Systemic Racism in the Workplace, x 2 LinkedIn Top Voice, former winner of HR Most Influential Thinker and Managing Director of award-winning anti-racism firm HR rewired and Chair of charitable foundation The African Diaspora Economic Inclusion Foundation.