Language is central to the work of Anti-Racism Leadership. Good intentions can often become undone if the language used in such efforts is inappropriate and ill-considered.

We appreciate the confusion and fear associated with selecting and using the most appropriate language and terminology for Anti-Racism work. The programme starts with an exploration of this topic both in terms of current best-practice and the ways in which language has and continues to be used to discriminate against people of Black and racialised heritage.

Language is not static and as we collectively increase our understanding of how language impacts experiences of racism, so too our understanding of the terminology we should adopt changes too. With this in mind the programme is designed to prepare you to take responsibility for keeping up with the pace of change, as well as increasing your confidence to use best-practice language unapologetically to dismantle the racial inequities embedded in organisations and workplaces.

In an ideal world it would be possible to inform our colleagues and especially our superiors, of the discriminatory nature of their behaviours, without fear of a negative response. Sadly, this is often not the case.

In any case, the act of challenging racism does not rely on an innate ability to confront people. Far from it. The process of challenging a colleague is skillbased, and so can be taught and mastered. Using the EMPOWER Coaching Method we develop your competencies, increasing your confidence and courage that are essential to challenge your colleagues, which when developed increase the likelihood of a positive outcome. In addition, you will have the opportunity to practise making such challenges in a safe environment, increasing your readiness for future situations.

Responding to racism that we witness or are charged with addressing requires a high degree of confidence and courage, as well as requiring tact, and a firm understanding of what is wrong with the behaviour, why it is wrong, the impact on the recipient and alternative behaviours. We provide an opportunity for you to learn these elements and practise through role-play, so that when faced with a situation of this nature you can intervene in a safe, calm and measured manner.

Through a combination of thought-provoking practical exercises, peer support and access to examples of best-practice you will develop the confidence and courage to present alternative ways of working.

It is worth noting that peer support is not only of importance during the coaching programme but will also serve as an important source of support, advice and encouragement long into the future.

The first step to exposing barriers is to identify them. Poorer access to promotions, experiences of interpersonal racism from clients and colleagues, and harsher outcomes from disciplinary processes are just some of the inequities facing staff of Black and racialised heritage. It is important to note that these experiences are not solely the result of internalised and interpersonal racism, with institutional racism determining how policies, practices and procedures impact staff of Black and racialised heritage.

The majority of Anti-Racism approaches are designed to focus on changing how people feel about people (internalised racism) and how they treat people (interpersonal racism) from different ethnicities. Important as it is to address internalised and interpersonal racism, it is institutional racism that is largely responsible for the persistent racial inequalities that countless reports and datasets have documented over the past 40+ years.

Institutional racism leaves marks in the form of evidence. Multiple reports including TUC research, Race in the workplace: The McGregor-Smith Review, and Broken Ladders: The myth of meritocracy for women of colour in the workplace, detail the nature and impact of racism faced by people of Black and racialised heritage. They document the lack of people from Black and racialised heritage in leadership positions, the stark difference of outcomes from disciplinary processes, and the negative impact on both individuals and the organisations they work for. The evidence we need to identify the barriers to an Anti-Racist future are all around us. 

By participating in the programme, you will learn how to locate and interpret relevant data, including qualitative and narrative-based evidence. You will also develop the competencies, confidence and courage to create and present strong arguments for change.

Identifying the barriers to an Anti-Racist future is important, having an ability to dismantle the discriminatory practices, policies and procedures is absolutely crucial in removing the inequity faced by people of Black and racialised heritage.

This ability requires much more than information of what practices, processes, procedures and leadership structures should look like, with one-off trainings. It requires leaders who have developed a high level of competence, confidence and courage coupled with a firm understanding of what change is needed, why it’s needed and how to bring about that change.

We appreciate that this may feel like an overwhelming prospect and so have designed the programme to provide you with a firm foundation to become a highly proficient Anti-Racist Leader.

At a time when organisations are recovering from the pandemic and economic turmoil it can be a challenge to argue for protected time to hold these discussions. Further still, it can be a challenge to convey to staff of all ethnicities the importance and value of coming together to hold conversations on Anti-Racism.

We understand how it can feel like a futile exercise, but from small acorns grow mighty oak trees. Aside from the confidence and competency required to host these discussions, which have the potential to influence internal attitudes and interpersonal behaviours, the programme gives you the confidence to start small, identifying colleagues committed to delivering an Anti-Racist future. This confidence coupled with a long-term commitment is modelled in the coaching programme, as we meet over a period of approximately 20 weeks to embrace Anti-Racism Leadership.

The implementation of effective Anti-Racism policies, practices and procedures is arguably the end result of a process of identifying barriers, examining why they exist and exploring options for change.

But that is not where the job of an Anti-Racism Leader ends. Success in routinely delivering equitable access, experiences and outcomes for and with staff of Black and racialised ethnicities requires active stewardship from leaders who not only promote the new ways of working, but openly uphold these new policies and practices, providing the example and safety for others to follow.

We have witnessed many amazing networks and groups provide much needed support for people working to address racism. However, the impact of these groups was often limited as both leaders and participants lacked the necessary combination of competence, confidence and courage to influence organisations successfully.

Modelling peer support is an integral element of the method. We hope that it will lead to the advancement of a network of highly competent, confident and courageous Anti-Racism Leaders, who will go on to support and develop others, embedding Anti-Racism practices deep within their organisations.

Not all co-development is good co-development. The attitudes of those individuals leading the co-development has a huge impact on how genuine, meaningful, and equitable the process is.

The sincere, purposeful, and fair involvement of staff from Black and historically disadvantaged groups should be an experience that challenges professionals working alongside them, but challenge, that if embraced, can lead to real transformation of organisations. Black and racialised staff will rightly demand that those involved in managing organisations look closely at the inequities they face in the workplace, and commit to addressing them

Only when this has happened can the co-development process start fully, with all involved creating a shared vision for organisations which deliver equitable access, experience, and outcomes for all staff.

But this is no easy task. Thus developing the courage to stand alongside Black and racialised staff, in such a way that you can overcome the challenges and barriers faced in many organisations in relation to achieving truly equitable co-development is vital. Our method increases your courage in preparation for such challenges.