# data[].attributes.attachment_link.title
The Leadership Coaches posted on LinkedIn

# data[].attributes.attachment_link.description
Director of Coaching, Zoé Lewis, talks about the unrest in the USA over George Floyd's death. She shares how each of us can take a stand in taking ownership...

# data[].attributes.attachment_link.readable_text
It has now been over three weeks since the brutal killing of George Floyd by a white police officer in Minneapolis, and a week since vast crowds gathered to pay tribute to him in Houston at his funeral. The events of three weeks ago have sparked a reckoning over police brutality and racial prejudice, not just in the US but around the world.

It's almost impossible for many of us to even comprehend the pain and anger that many in the Black community are feeling right now, and there's nothing we can say that hasn't already been said far more poignantly by countless others. So instead of rehearsing those thoughts and sentiments, we want to use our small corner of the internet to share resources; to amplify Black voices; and to support the demonstrations currently going on in any other ways we can. Below you'll find a list of links, divided up into charities, funds and initiatives to donate to; people and organisations to follow; books and articles to read; and petitions to sign.

For those of us in privileged positions, this is a time for two things. In the short term: action, including everything from signing petitions and joining demonstrations to donating to bail-out funds and following Black community organisations. And then in the longer term: education, learning how we can support, become better allies or just generally further the cause. We hope the list below provides a useful starting point for both of these, but it is just a starting point; we will be updating it, so please get in touch with any new suggestions or if you feel we've missed something.

For those of us doubly privileged enough to work in the creative industries, we need to recognise that our predominantly white sector (and our own company is no exception) benefits from Black culture every day. We all need to redouble our efforts to support Black voices and artists, starting now. And finally, for those of us based in the UK, it's important we don't pretend this is an American issue alone. Our record in this country on institutionalised racism and systemic injustice makes for grim reading.

As always, if you have any thoughts on how we can improve what we do, please send an email to our editor Matt at ma@itsnicethat.com, whether with new suggestions for the list below or with stories and initiatives we should be supporting.

Charities and funds
Black Lives Matter The Bail Project The Liberty Fund A list of organisations to fund, put together by Reclaim the Block Campaign Zero Unicorn Riot American Civil Liberties Union Stand Up To Racism UK
Petitions to sign
Justice for George Floyd Justice for Ahmaud Arbery Justice for Belly Mujinga #DefundThePolice Justice for Breonna Taylor
Articles and resources to read

Anti-racism resources for white people (via Sarah Sophie Flicker and Alyssa Klein)

75 things white people can do for racial injustice (via Medium)

Ways to help (via Black Lives Matter)

"The Case for Reparations" by Ta-Nehisi Coates (from The Atlantic, 2014)

IG: George Floyd: How can I help from the UK? (via Das Penman)

IG: 10 steps to non-optical allyship (via Mireille Harper)

IG: Transform Allyship into Action: A Toolkit for Non-Black People (via Social Justice in Medicine Coalition at USC)

Twitter Thread: UK-based charities, organisations and platforms whose work aims to eradicate racial injustice (via Black Ballad)

IG: Brilliant Black-owned businesses to buy from in the UK (via Emily Ames)

Twitter Thread: Advice for companies from Sheree Atcheson, Monzo's Head of Diversity and Inclusion (via Sheree Atcheson)

Books

Why I'm No longer Talking to White People About Race by Reni Eddo-Lodge⁣⁣⁣

I'm Still Here by Austin Channing Brown

Natives by Akala

Dark Days by James Baldwin

Diversify by June Sarpong

How To Be Antiracist by Ibram X. Kendi

Don't Touch My Hair by Emma Dabiri

White Supremacy and Me by Layla F. Saad

The New Jim Crow: Mass Incarceration in the Age of Colorblindness by Michelle Alexander

Freedom Is A Constant Struggle by Angela Davis

They Can't Kill Us All by Wesley Lowery

Your Silence Will Not Protect You by Audre Lorde

White Girls by Hilton Als

Brit(ish) by Afua Hirsch

Black and British: A Forgotten History by David Olusoga

The Good Immigrant, edited by Nikesh Shukla

Watch and listen

Angela Davis on intersectional anti-racism (via Roshni Goyate)

The Color of Fear, directed by Lee Mun Wah (1994)

1619 by The New York Times

Code Switch by NPR

People and organisations to follow
Entry Level Activist Color Of Change Equal Justice Initiative We the Urban Munroe Bergdorf Mona Chalabi Asai Takeaway Inquest Org BlackVisions Lee Merrit (Civil Rights Lawyer) NO WHITE SAVIORS Layla F. Saad Rachel Elizabeth Cargle Check Your Privilege Rachel Ricketts The Great Unlearn Reni Eddo-Lodge Ibram X. Kendi
Guides and tools

How to protest safely during a pandemic (via VICE)

Five points to consider before going to a Black Lives Matter protest in London or the UK (via @VARAIDZO)

Know your rights (via @initialola on Twitter)

Tool for quickly scrubbing metadata from images and selectively blurring faces and identifiable features (via @everestpipkin Twitter)

Free flyer printing (via The Photocopy Club also here)

# data[].attributes.attachment_link.title
A list of resources for supporting the Black Lives Matter movement

# data[].attributes.attachment_link.description
It has now been over three weeks since the brutal killing of George Floyd by a white police officer in Minneapolis, and a week since vast crowds gathered to pay tribute to him in Houston at his funeral.

# data[].attributes.attachment_link.readable_text
Mark Felix/Getty Images

The United States is in crisis. As we write this article, videos of racial violence and racist threats toward Black people in America flood social and news media channels. Public demonstrations against injustice are happening in at least 30 localities. During non-violent protests, other parties have engaged in vandalism and looting, spurring varied and often disproportionate police response. Several cities are burning, while Covid-19 continues to rage throughout the country, hitting minority communities the hardest.

In a week that focused on "reopening the economy," everyone has become keenly aware that there is more than one pandemic affecting U.S. lives and local economies. As the American Psychological Association has declared, "we are living in a racism pandemic" too. World leaders are weighing in. The United Nations has urged action from U.S. authorities.

No matter your racial, political, or other identity, these events are almost impossible to escape. In particular, millions of Black people and their allies are hurting. And these issues are not ones that organizations or their leaders - from CEOs at the top of the hierarchy to team managers on the frontline - can ignore.

While conventional diversity, equity, and inclusion initiatives focus on employee engagement and belonging, today's challenges reach far beyond marginalization in the workplace. We now see and hear Black people who are suffering from the weight of dehumanizing injustice and the open wound of racism that has been festering for centuries. Black leaders like Robert Sellers, the University of Michigan's vice provost for equity and inclusion and chief diversity officer, are openly sharing their feelings of exasperation. Blogs like Danielle Cadet's caution readers that "Your black colleagues may look like they're okay - chances are they're not." Another social media message that has gone viral really struck us: "There are black men and women in Zoom meetings maintaining 'professionalism,' biting their tongues, holding back tears and swallowing rage, while we endure attacks from a pandemic and police. Understand and be mindful."

The psychological impact of these public events - and the way it carries over into the workplace - cannot be overstated. Research shows that how organizations respond to large-scale, diversity-related events that receive significant media attention can either help employees feel psychologically safe or contribute to racial identity threat and mistrust of institutions of authority. Without adequate support, minority employees are likely to perceive their environments as more interpersonally and institutionally biased against them. Leaders seeking to create an inclusive environment for everyone must find ways to address these topics.

Avoiding Missteps

First, we'd like to outline three common missteps to avoid.

Keeping silent. For people not directly impacted by these events, the default response is often silence. Many Whites avoid talking about race because they fear being seen as prejudiced, so they adopt strategic colorblindness instead. We know that many managers also think they lack the skills to have difficult conversations around differences.

But no one has the perfect words to address atrocities in our society. It is the leader's responsibility to try, conveying care and concern for all employees but especially targeted groups. As Desmond Tutu once said, "If you are neutral in the situations of injustice, you have chosen the side of the oppressor." You might be tempted to rest on the laurels of your organizations' diversity statements and active employee resource groups. But that is not enough. The words of Dr. Martin Luther King remind us: "In the end, we will remember not the words of our enemies, but the silence of our friends."

Becoming overly defensive. Another common misstep when approaching uncomfortable conversations about racial injustice is to react defensively, especially when our world views, positions, or advantages are questioned or challenged. Robin DiAngelo's research on white fragility highlights this phenomenon. For instance, when learning about police brutality against unarmed Black people, one reaction might be to search for evidence about what the victim did to deserve abuse, rather than demonstrating compassion and empathy. Another example is diminishing protesters by focusing on and judging those who engaged in looting instead of discussing the unjust act that drove people to the streets. Leaders must resist such reactions because they do not allow for constructive engagement. Instead, they make members of targeted groups feel even more alienated. Remember that comments on systemic inequalities are not personal attacks.

Overgeneralizing. When triggering events occur, there is a tendency to make sweeping generalizations about groups of people involved in the public conflict. Though individuals of the same race, gender or other identity often have shared experiences, there is diversity within groups that should be recognized. Instead of presuming that all members of your in-group or out-group think and feel similarly and talking about what "everybody knows," how "all of us feel," and what "none of us would ever do," leave room for dissenting points of view. When in doubt, ask employees about their individual experiences to honor their uniqueness. Think about how you can allow your employees to discuss what's happening without putting them on the spot or asking them to speak for everyone in their identity group.

Best Buy's senior leadership team offered one of the first corporate statements acknowledging the death of George Floyd under a white police officer's knee in Minnesota, the harassment of bird-watcher Christian Cooper by a white woman in New York City, and the death of jogger Ahmaud Arbery at the hands of armed white gunman in Georgia, while also paying service to the fact that the Black experience in America is not monolithic: "We write about these ... events ... not because most of us know what this fear must be like. We are as a group, by and large, not people of color. We write this not because most of us have known anyone personally in a situation like this. Thankfully, most of us do not. We write this because it could have been any one of our friends or colleagues at Best Buy, or in our personal lives, lying on the ground, struggling to breathe or filming someone as they threatened us."

Citigroup CEO Mike Corbat acknowledged that many employees have experienced racism in their everyday lives in overt and subtle ways. "I want you to know that your colleagues and I will always stand with you," he said in a memo to employees. "While I can try to empathize with what it must be like to be a black person in America, I haven't walked in those shoes."

Taking Meaningful Action

Next, we'd like to provide a framework for meaningful action. Leaders must not only offer physical and psychological safety. They also have the power and platform to lead change. Statements from the top are valuable, but they are just a start. Anyone, at any level of the organization, can take small steps to exercise greater compassion and initiate action that provides needed support and promotes racial justice for Black workers as well as others who are marginalized. Managers have a particularly important role in connecting with their employees on these issues. Here's how:

Acknowledge. It's important to acknowledge any harm that your Black and brown coworkers have endured. This means committing to lifelong learning about racism. Seek the facts about racist events, as well as the aggressions and microagressions that your minority coworkers have most likely faced inside and outside of your organization. We suggest the following steps:

Do the research to fully understand events, using data from reliable sources. Take the initiative to search beyond social media.

Do give your Black and brown employees the space to be angry, afraid, disenchanted, or even disengaged from work.

Do seek out support from your human resources team or office of diversity and inclusion. Books and articles can also be good resources. Three we recommend are: Race, Work and Leadership: New Perspectives on the Black Experience , which one of us edited and to which we both contributed, as well as the related HBR article series "Toward a Racially Just Workplace"; The Person You Mean to Be by Dolly Chugh, and How to Be Anti-Racist by Ibram X. Kendi. There are also free resources such as the "Talking about Race" web portal from the Smithsonian National Museum of African American History and Culture.

Do not rely on Black and brown people to educate you about what happened in order to justify their hurt and outrage or counter "colorblind" rhetoric.

Do not ask your Black and brown leaders or employees to comfort or advocate for colleagues or justice initiatives.

In the organizational setting, you have the power to step up. JPMorgan CEO Jamie Dimon and the company's diversity chief Brian Lamb wrote a memo to U.S. employees stating: "This week's terrible events in Minneapolis, together with too many others occurring around our country, are tragic and heartbreaking. Let us be clear - we are watching, listening and want every single one of you to know we are committed to fighting against racism and discrimination wherever and however it exists."

At Georgetown University, president John DeGioia wrote a heartfelt message to the community acknowledging the harm of a series of racist events: "On too many occasions over the years, there has been cause for me to share reflections with our community, as we grapple with the devastating impact of racism and hatred in our nation. In August 2014, following the killing of Michael Brown in Ferguson, Missouri; in December 2015, following the grand jury decision in the killing of Eric Garner in Staten Island, New York; in August 2017, following the march of white supremacists and neo-Nazis in Charlottesville, Virginia. In these moments, which encompass far from the full extent of experiences of racism and racist violence, I have tried to frame the work in which we must engage within the mission and purpose of the Academy."

Affirm. People are looking for leaders to affirm their right to safety and personhood and help them feel protected. When presidents, governors, mayors and sheriffs aren't doing so, corporate, university, and non-profit leaders can. This means offering continued opportunities for reaction, reflection, conversation, growth, development, impact, and advancement. Affirmation can start with creating a space for employees to share. For example, when asked, "How are you today?" many people of color respond in a scripted manner, instead of answering honestly. Instead, use more thoughtful prompts and questions.

You might say something like this: "I've been thinking about the harm of racism in our country, especially considering recent events." Next, describe your personal reaction and concerns, then make a commitment. "I'd like to help in promoting equity, so here's one thing I plan to do to help prevent future tragedies like these." Explain those intentions. Then, offer to engage. "Please let me know if there's anything else I can do to be supportive, even if you just want to talk about what's happening. I understand if you don't, and I won't be offended. But I just want you to know that the door is open, and that I care." The last line is important. Not everyone will be interested in or comfortable with discussing racism at work, especially if they haven't built a solid foundation of trust.

Act. Think critically about how you can use your power to effect change. Employees value words of understanding and encouragement, but leaders' and organizations' actions have a more lasting impact. We have witnessed some courageous steps, such as Joan Gabel, president of the University of Minnesota, ending contracts with the Minneapolis Police Department after George Floyd's death. Franklin Templeton Investments fired executive employee Amy Cooper after her interaction with Chris Cooper in Central Park.

Georgetown president John DeGioia's statement went on to say: "Our role in society - to pursue the truth - through the methodologies and disciplines through which we establish knowledge in our world, demands our engagement. In our response, we have sought to accelerate our academic commitment to addressing racial justice and to address our own connection to the institution of slavery and the enduring legacy of racism and to undo the structural elements that sustain this legacy."

More examples include YouTube pledging $1 million to the Center for Policing Equity, Glossier giving $500,000 to support racial justice organizations and another $500,000 to Black-owned beauty brands, and Peloton not only donating $500,000 to the NAACP but also calling for its members to speak up for and learn ways to practice anti-racism.

What can you and your organization do in your community? What would promote equity and justice and activate meaningful change? Whether you are a senior or junior leader, how can you advocate for such action?

Racism isn't just Black people's problem; it's everyone's problem because it erodes the fabric of society. Leaders at every level must use their power, platforms, and resources to help employees and communities overcome these challenges and build a better world for us all.

# data[].attributes.attachment_link.title
U.S. Businesses Must Take Meaningful Action Against Racism

# data[].attributes.attachment_link.description
The United States is in crisis. As we write this article, videos of racial violence and racist threats toward Black people in America flood social and news media channels. Public demonstrations against injustice are happening in at least 30 localities. During non-violent protests, other parties have engaged in vandalism and looting, spurring varied and often disproportionate police response.

# data[].attributes.body
Helps uncover unconscious bias.

# data[].attributes.attachment_link.readable_text
Log in or register to find out your implicit associations about race, gender, sexual orientation, and other topics!

Or, continue as a guest by selecting from our available language/nation demonstration sites:

GO!

# data[].attributes.attachment_link.description
Log in or register to find out your implicit associations about race, gender, sexual orientation, and other topics! Or, continue as a guest by selecting from our available language/nation demonstration sites: GO!

# data[].attributes.headline
Curated Resource List from Imperial College

# data[].attributes.subject
Curated Resource List from Imperial College

# data[].attributes.headline
An Anti-Racism Toolkit from Leeds University

# data[].attributes.subject
An Anti-Racism Toolkit from Leeds University

# data[].attributes.attachment_link.readable_text
This toolkit has been constructed as part of a HEFCE funded Innovations project looking at the question of Institutional Racism in Higher Education, using the University of Leeds as its case study, and comes in the wake of the Stephen Lawrence Inquiry (1999) and the subsequent passing of the Race Relations (Amendment) Act 2000.

Despite the difficulties and problems that many commentators have with the Macpherson Report's definition of 'Institutional Racism', it highlighted the need for organisations and institutions to consider their policies and practices and assess the extent to which Black and minority ethnic staff and service users are treated fairly and equitably.

This project has tried to assess the 'big picture' of University activity, where previous studies have been partial and selective, with particular attention to the linkages and interactive effects across and between the following areas:

teaching and learning;

student recruitment, support and transition to employment;

research;

employment;

contracting and purchasing;

external affairs.

Each of these areas has been subject to a series of questions and considerations, for example:

What should, in fact, be the indicators of an 'appropriate and professional service' inclusive of minority ethnic communities?

What 'processes, attitudes and behaviours' may amount to racial and ethnic discrimination and disadvantage?

How do we address these 'processes, attitudes and behaviours'?

What mechanisms and criteria may constitute direct and indirect racial discrimination (taking into consideration, of course, the question of how racial discrimination interrelates with other areas of disadvantage such as gender, age, class , religion, sexuality, and disability)?

Download the toolkit

# data[].attributes.attachment_link.description
This toolkit has been constructed as part of a HEFCE funded Innovations project looking at the question of Institutional Racism in Higher Education, using the University of Leeds as its case study, and comes in the wake of the Stephen Lawrence Inquiry (1999) and the subsequent passing of the Race Relations (Amendment) Act 2000.

# data[].attributes.attachment_link.readable_text
Training programmes regularly feature in organisations' diversity and inclusion strategies, but how often do they really deliver? Thousands are spent on unconscious bias training, awareness programmes and inclusive hiring programmes, but it often feels as though little has really changed in terms of culture. Any resultant action is disappointing and true cultural change is hard to spot.

That's not to say that diversity training cannot (or should not) be a vital part of culture change. Training can increase awareness, build skill levels and bring issues to employees' consciousness. Without addressing deeper cultural issues and behaviours, however, its impact will be limited. Two in three companies report that they conduct unconscious bias training, for example, but without following this up with calls to action, could this just be reinforcing stereotypes?

It is possible to design training courses or experiences so that employees learn what it's really like to be inside a box imposed by others - feeling this at a visceral level can be highly transformational.

Years ago, I worked in the US amongst Americans and one English woman who happened to be highly organised. Everyone assumed I would be the same - the English generally being seen to be more structured (and arrogant) but perhaps also because of this particular colleague. I had no freedom to be me and got no help at all with organising and planning until I accepted the stereotype and started to play with it. I had to speak out, be unpopular and used humour to get what I needed. I could not rely on others to see the real me.

This is the difference between diversity and inclusion: it's been shown time and time again that the more diverse the team, the more innovative the ideas and the better impact on the bottom line. A true sense of inclusion, on the other hand, reaps benefits in terms of employees feeling a sense of pride for their organisation, wanting to go the extra mile and improvements in metrics such as wellbeing and fewer disciplinary issues.

The problem is that traditional training often only looks at the former, so while awareness and even numbers might improve from a diversity perspective, the impact on culture is limited because those who are different still feel they are treated differently or don't have access to the same opportunities as others. Furthermore, it is often positioned as something driven by learning and development teams and 'done' to employees. Participants are attending because they 'should' - they are not hungry for growth in this area themselves.

Inclusion starts with leaders: if they demonstrate they are committed to hearing everyone's voice and ensuring that processes empower all employees and not just those who 'fit', this filters through the organisation and ensures that day-to-day behaviours do not inadvertently discriminate against others. Here are three strategies to help drive that change.

1. Lead transformation from the top

Culture change needs to be driven by leaders, so focus on them first. By coaching leaders as individuals (or coaching the senior team) in more inclusive behaviours, this can filter down to other leaders and managers and become embedded in their daily actions.

Look at policies and processes such as recruitment and performance management - do they actively support or inhibit inclusion and culture change? It is important to note that if their contribution is only neutral then this will effectively be a barrier to progress and an indirect block to cultural change. How is the organisation structured? More often than not, the way roles or career paths are designed can obstruct certain groups from achieving their potential.

2. Experiential learning

People find it difficult to understand how bias is really affecting others unless they experience it for themselves. As with my experience, people make value judgments based on whether someone is 'like' someone else with the same characteristic, meaning we effectively put them into a 'box.' It is possible to design training courses or experiences so that employees learn what it's really like to be inside a box imposed by others - feeling this at a visceral level can be highly transformational.

Help leaders to empathise with others through the power of stories or by spending some time 'in their shoes.' Deconstruct how they make decisions and where bias creeps in.

3. Build inclusive leadership

360-degree leadership assessments tend to be built on competency models and, increasingly, these include some inclusivity measures, but are they enough? Training and assessments need to cover all aspects of inclusive leadership: how managers come to judgments, building self-awareness, listening intently for underlying emotion and needs, relating profoundly with everyone, noticing things that others don't and having the bravery to call things out; even if it is counter-cultural.

Clarifying in detail how managers should be demonstrating respect at work is a critical first step developing emotionally mature and inclusive leaders. This level of detail combined with appropriate coaching and support means that 360s can cause real step changes in self-awareness. Blind spots can be exposed in shocking technicolour.

By taking a more holistic and integrated approach, it's possible to embed inclusion into everything from how you run meetings to the questions you ask at interviews. Results won't be immediate, but slowly the resulting actions will feed a positive culture, boost engagement and even improve how your employees feel about coming to work. Most importantly though, diversity training stops being 'just another thing' that leaders and their teams have on their to-do list and instead becomes something that inspires real and lasting change.
Interested in this topic? Read Fixing diversity programmes: diversity, inclusion and deliberate practice.

# data[].attributes.attachment_link.title
How to ensure L&D boosts your diversity and inclusion agenda

# data[].attributes.attachment_link.description
Training programmes regularly feature in organisations' diversity and inclusion strategies, but how often do they really deliver? Thousands are spent on unconscious bias training, awareness programmes and inclusive hiring programmes, but it often feels as though little has really changed in terms of culture.