This piece originally appeared on ModelExpand, and was co-authored with Dr. Marlette Jackson.

Phrased lightly: the past several days have been fraught with social justice issues that, while chronic, have been (again) brought to the forefront-- observers such as Don Lemon have aptly framed these issues as the pandemic of racism.

Phrased bluntly, and more accurately: Following their repeated exposure to the traumatic assault on Black humanity, Black Americans are again expressing their exhaustion at the injustices plaguing their existence. Coupling these expressions--most peaceful, some not-- is the idea that it is insufficient to define social justice alliance as mere non-endorsement of racism. Indeed, for many Black Americans, Dr. King’s prolific words from the Birmingham City Jail still ring true:

“We will have to repent in this generation not merely for the hateful words and actions of the bad people but for the appalling silence of the good people.”

So what can “the good people” do? Moreover, what can “good organizations,” comprised of and led by good people, do? We offer five practical suggestions here:

1. Be Vocal, Now. People and organizations stand to lose valuable ground in the interest of trying to find “the right thing to say”. A simple statement coupled with the offering of counseling and other supportive services to employees may go a long way as an organization’s first step toward being a vocal supporter of anti-racism and psychological safety for its employees. Writing for EducationDive, Natalie Schwarz provides additional practical steps for colleges in the wake of a racial crisis; these are relevant action items for virtually any organization’s response to racism:

“After a crisis... leaders should listen to key stakeholders without giving defensive responses, speak “from the heart" instead of prepared statements, acknowledge racism on the campus, and involve [stakeholders]  in the decision-making process.”

2. Restate the Moral and Ethical Case for Alliance. The prevailing and easily-compelling strategy here would be to convey the benefits that social responsibility has on an organization’s bottom line, often dubbed “the business case”. However, Sarah Kaplan makes an important point about the moral and legal case for dismantling oppressive systems as the more effective vehicle for transformational change. Kaplan is referencing Georgetown’s Jamillah Bowman Williams, whose research shows:

“Despite the appeal of the business case for diversity, emphasis on corporate interests actually generate negative beliefs about inclusion and more biased decision making. Civil rights law, with a deeper historical, political, and moral grounding, appears to exert a stronger normative influence.”

It’s therefore incumbent on organizations to have done their historical research as well as a regular review of current thought leadership, in order to provide a comprehensive response capable of influencing organizational culture. This is especially true during periods of crisis.

3. Listen, then Act. The simplest and most effective way for organizations to support employees through racial crises is to listen. An organization’s constituents—  employees,  students, and  community—are its most powerful resource for creating safe spaces and eliminating racism. Engage these groups in conversation about their needs. That conversation may take the form of a succinct survey geared at asking how employees would most feel supported, or a discussion with Business Resource Groups about long-term goals. Following this fact-finding, an organization can formulate an action plan, keeping in mind the importance of deliverables and metrics.

Listening is more than silence. Leaders must reject organizational silence by listening actively: open channels to receive meaningful information, evaluate and retain that information, and provide actionable feedback based on what constituents have to say.

4. Bring Diversity & Inclusion Home. The value of calling out societal racial injustice is diminished when an organization remains silent to its own internal injustice. Indeed, the words of senior leadership are likely to fall on deaf ears if the same leaders who are vocal about George Floyd are silent about the discimination and bias perpetuated against underrepresented employees in their own organization. For many employees, more of their waking hours are spent at work than any other place in their lives. Additionally, ability to form meaningful connections at work is tied to organizational success. In short, an organization is a home for employees, and it’s  “at home” where leaders should represent diversity and inclusion values.

A few ways you can ensure equity and inclusion efforts are not siloed in your organization are: 1) Provide human and financial capital to a division charged with diversity, accessibility, and equity, 2) Create a culture of inclusion that senior leadership emulates and the entire employee body advances, 3) Co-create a D&I strategy in partnership with multiple stakeholders and inclusive of multiple accountability mechanisms.  

5. Be Proactive about Social Justice. An organization should not simply be reactive in times of racial injustice and strife, rather, it should be consistently and thoughtfully engaging with the constituents and communities they serve. Actively allying with communities, while also acknowledging your positionality as a steward of capitalism, is critical in this regard. Be sure to align with the “work with and not for” approach, and ensure your process is one of co-creation, not infiltration.

Your organization can proactively advance social justice through creating community outreach programs, donating financial capital to social causes, and supporting minority and women owned businesses. 

Becoming a vocal organizational ally need not be a daunting task. On the contrary, tools like these are exemplary of the small, immediate steps an organization can utilize to take social justice from aspirational to actionable.