What Can Leaders Do During Periods of Uncertainty?

I’m not usually one to talk politics in my leadership posts.  However, there is little, in truth, that is not connected to leadership be it in the workplace, community or society in general.

Everyone is likely to find the current US new government’s stance on EDI of interest. In the workplace, employees will also have concerns about how the US government’s changes might affect us here in the UK. 

Like you, I don’t have the answer to this question, as yet. And like everyone else, I know that time will tell. There is the hope that humanity, morality, and sense will stand out here in the UK. 

Undeniably we have issues on these topics here ourselves, but we continue to make serious progress, even if slowly.

With Race Equality Week taking place in the UK this week, it is a good time to reflect and take action on some key statistics and findings from the Race Equality Matters community:

• Only 40 % of the REM community believes their organisation focuses on action, change, and impact, and not just words.
• 26% believe that less than a quarter of allies are actually helping to tackle race inequality.
• 64% said their senior leaders and managers are committed to tackling race inequality, but only 46% said their senior leaders and managers are making an impact in tackling race inequality.

Every small step you take, as a leader, as an organisation, as an individual, is like sowing the seeds for change, whether big or small, each action matters. That’s why the theme for this year is #EveryActionCounts, selected by the Race Equality Matters community.

So, what do organisations and leaders do to address these mounting concerns.

• Leaders should reiterate the organisation’s position on EDI.  Remind all staff of your EDI strategy and commitment.
• Reiterate your organisation’s values and mission statement. Identify where and how these align with your EDI and core business objectives.
• Communicate openly and with transparency. Address the concerns raised by the US stance on EDI, acknowledging the potential impact on employees. Be clear about your company’s position and how it will continue to support EDI initiatives.
• Stick to your EDI strategy. Share specific examples of how your company is promoting EDI, such as diversity training programs, employee resource groups, or initiatives to address pay equity. This demonstrates tangible commitment and progress.
• Provide safe spaces for staff to discuss any concerns they may have. Engage in open dialogue with employees to understand their concerns and perspectives on EDI.  Seek staff feedback and input on these issues. This demonstrates a willingness to listen and adapt based on employee feedback.
• Collaborate with external organisations. Get external support and input where necessary from specialists who have supported this internal communication. Partner with organisations that support EDI to demonstrate a broader commitment to the cause and access resources and expertise.
• Stay informed and adapt. Keep up-to-date on the evolving legal and political landscape surrounding EDI. This allows you to proactively address challenges and adjust your approach as needed.

By taking these steps, leaders can reassure employees of their unwavering commitment to EDI and foster a workplace culture that values diversity, equity, and inclusion.