The importance of workplace activism in troubled times
Opinion
This is the moment to reflect on how we address the fundamental problems in society. There is certainly a role for brands and the business community.
Anyone who holidays regularly on the Mediterranean coast is growing accustomed to seeing refugees as part of the local landscape.
In August, I visited the Greek harbour town of Symi. As I walked to my hotel, a friend pointed out the men, women and children who had been rescued from small boats crossing from Turkey and deposited at the local police station for processing.
On my second day, I was confronted by the sight of about 30 of these refugees, handcuffed in pairs with crude plastic ties, being marched towards the main ferry by armed police. I imagine they were being transported to Rhodes.
I accept that the handwringing of privileged middle-class liberals like me can be annoying. Lady Phyll Opoku-Gyimah, founder of UK Black Pride, once said to me: “Guilt is a pointless emotion. It is more useful to do something to change things.”
We all know the growing issue of conflicts, famine and floods causing people to migrate is complex and I don’t claim to have the answers. But what I do know is that, whether we witness it first hand or not, our communities and workplaces are impacted.
Concerns about border security and providing the resources needed to manage the inflow of people are easily exploited by politicians and the media to create hostility towards the global majority. Indeed, even as I sat on the beach in Symi, it was playing out at home.
The ongoing blight of racism
The UK media headlines were dominated by the racist riots that took place. It was ugly and widely reported in the international media, bringing the undercurrent of racism in this country to the world’s attention. Thankfully, also amplified, was the mobilisation of communities to defend and repair property, making visible the desire of so many to resist hatred and violent intolerance.
Business leaders have become more skilled in their response. Organisations like the Chartered Institute of Personnel and Development, Citizens Advice and the BBC were quick to offer practical advice, such as enabling those who felt unsafe to work from home or offering taxis to those who needed to travel.
Managers and colleagues are also increasingly aware of the importance of checking in with one another to offer solidarity and emotional support to those who feel affected.
More difficult for some employers was the discovery that some members of staff were involved in the rioting. It is obvious that if behaviour has been criminal or fallen short of standards expected of the company, then there will be processes to investigate matters and pursue the relevant disciplinary procedures.
But most important will be maintaining confidentiality so the people involved are treated fairly — something that may not be easy when emotions are running high.
Getting into the root cause
Now the immediate crisis has abated, it is the moment to reflect more deeply on how to address the fundamental problems. There is certainly a role for brands and the business community here.
The United Nations has urged the UK to take action to curb racist hate speech published in mainstream media and online, and spread by politicians and public figures. For those of us involved in marketing, we must ask ourselves once again to consider where we spend our advertising investments and avoid funding hateful editorial.
My LinkedIn feed was full of eloquent posts from people who work in the anti-racism space pleading for us all to step up in pushing for systemic change.
As Nova Reid put it: “It’s easy to show up with a placard on the street every now and then. It’s much harder to commit to the everyday action and the internal work that is required to change culture and systemic issues.”
For organisation and team leaders, it means establishing what it would mean to have an anti-racist strategy and being prepared to manage any backlash.
Using our influence at work
Over the past 10 years, we have been increasingly encouraged to be authentic at work. We’re asked to bring not only our lived experience to contribute to vibrant and diverse cultures, but also our political activism.
Employee resource groups, charity fundraising and volunteering have been established to channel such energy and enable employees to contribute to their communities.
In addition, where staff aren’t unionised, employers have created employee forums for consultation on pay, restructures and other policy changes designed to improve working conditions and avoid strikes and other forms of protest.
As law firm Linklaters reminds us, “activism” is not a clearly defined term: “What one person might view as activism to drive change and challenge assumptions, another might view as rebellion, disruptiveness or even radicalism.”
It can be assumed that the make-up of any workforce will include a multitude of political affinities, religious beliefs and opinions on societal issues. However, it is generally acknowledged that trying to find a path of neutrality or seeking to be apolitical can be interpreted as being privileged.
To foster a culture of mutual respect and dignity for everyone, regardless of the very different views they may hold, is not easy for any board and has become a natural part of risk management.
The problem of silence
Silence on an issue is always an option, but is increasingly unviable. Activism is about not being a bystander.
As John Amaechi once said: “Anti-racists are constantly looking around for the tools to say: ‘This is not acceptable. It’s racist.’ They never miss an opportunity to let the world know where they stand, even if they can’t change everything.”
All of us have the opportunity to use whatever influence we have at work to make the everyday changes that help tackle racism and discrimination. And, as we know, more inclusive workplaces help improve the attitudes and behaviour of people in wider society.
There is an old saying that religion, politics, sex and money should be taboo topics if you want to avoid conflict either at home or at work. But perhaps now is exactly the time when we need to talk about them.
We should rely on the skills of diversity, equity and inclusion consultants, and the energy of workplace activists, to convene the kind of honest conversations necessary to help us navigate our troubled times.
It is the only way to foster greater understanding and empathy.
Jan Gooding is one of the UK’s best-known brand marketers, having worked with Aviva, BT, British Gas, Diageo and Unilever. She is now an executive coach, chair of PAMCo and Given. She writes for The Media Leader each month.
