Three Ways Black People Say Their White Co-Workers and Managers Can Support Them and Be An Antidote to Systemic Racism
Some people wonder what they can do to support Black colleagues and junior employees who face institutional discrimination at work and elsewhere.
By Jennifer R. Joe, Professor of Accounting, University of Delaware, and Wendy K. Smith, Professor of Business and Leadership, University of Delaware
“How can I be an ally?”
It’s a question a lot of white people have been asking in recent years, especially since the killing of George Floyd by Minneapolis police in 2020.
It taps into a recognition of the impact of systemic racism on Black Americans and an apparent desire by white friends, colleagues and managers to address ongoing discrimination and bias.
As business scholars — one white, one Black — with a keen awareness of the value and impact of diversity, we are interested in trying to answer that question: that is, how can white people support their Black colleagues? To find out, we interviewed 18 successful Black professionals and the mostly white “allies” they said were helpful in their careers to see if we could identify some common strategies that are effective in the workplace.
Three themes stood out from this ongoing research.
Systemic bias
The effects of racism often feel as if they are embedded in the fabric of Black people’s everyday lives.
And it’s not just being treated differently by the police, which was the impetus for the 2020 protests.
Black people even experience bias from well-meaning schoolteachers, neighbors, colleagues, and managers. Small acts of reckless disregard build toward broad racial disparities.
Therefore, we sought to understand the small acts of resolute connection that could shift the tide toward greater justice and equity.
Using our own networks, we reached out to five Black professionals in a range of industries — financial services, packaged foods, and sports management — who were all in executive roles in their organizations. We asked them to think of the individuals who were instrumental to their success and describe the specific support these people offered to help manage explicit or implicit moments of discrimination. Next, we interviewed the eight allies they identified — seven white, and one Black.
These 13 in-depth interviews yielded key patterns about the simple ways to address racial bias that defy conventional wisdom. Unlike research that relies on surveys to get representative viewpoints, a qualitative approach allowed us to gain a richer, more comprehensive understanding of the factors and variables in these relationships that made them powerful.
Reciprocal relationships
Consistent with social exchange theory, we found that these relationships worked best when there was a partnership and both parties benefited.
People of color said they did not want to be objects of pity. Even the question “What can I do?” implies a power dynamic — someone in power reaching out to someone in need.
The people of color we spoke to found the strongest support when their allies recognized their talents and helped them apply these talents more effectively in the workplace. And that support was more authentic and trustworthy when both parties benefited from the relationship and learned from each other.
The Black professionals we interviewed said that they were already performing at a high level and trying to prove themselves invaluable, which made colleagues and managers who benefited from their efforts seek to promote them in the organization. The allies likewise said they supported Black workers because they saw their talent.
For example, one ally reported seeing that the dominant white macho culture in his organization did not appreciate his female Black colleague’s talent and was limiting her success. When he moved to a new company, as soon as he saw an opportunity he actively recruited her. The new role involved much more responsibility than her previous positions, but he convinced her that she could do it.
She told us that his ongoing support in the position encouraged her continued success. The relationship focused on talent, not pity, and benefited both parties. And she is now paying this allyship forward. She is the CEO of a marketing services agency that focuses on supporting companies led by underrepresented minorities.
Don’t avoid uncomfortable conversations
These relationships were not careful or guarded; they were straightforward and honest.
Past research has found that white supervisors often avoid giving critical feedback to Black subordinates and peers out of a fear of being viewed as biased. Yet it can be more biased to say nothing. Avoiding difficult conversations can impede a young professional’s upward mobility.
People of color need advice from more experienced individuals on how to successfully navigate racism traps that may exist in the workplace. They might be unaware that some of their actions or approaches are being perceived negatively in the office. These difficult conversations can strengthen relationships.
For example, an ally observed that although it was difficult, she considered it a managerial responsibility to tell her Black colleague that he was not meeting her expectations. Another ally reported explaining to a junior Black colleague that proving to a supervisor that you are right may not always be beneficial if it harms your long-term career prospects.
These difficult but honest conversations helped shape the conduct of the person of color and laid the foundation for lifelong trusting connections.
Connect outside of work
Finally, it made a big difference to the people of color we interviewed when an ally tried to get to know them better on a personal level, not only in terms of work.
People are more productive at work when they feel that colleagues see them with nuance — with unique passions, talents, and interests — rather than pigeonholing or stereotyping them based on race or gender. It also becomes a lot easier to champion and advocate for someone you know well.
But as a result of real or perceived racial barriers, Black professionals often report feeling anxious during work-related social engagements, in part because they say they don’t understand the rules. Black and white professionals also tend to move in different social circles outside of work.
Our interviewees said a key antidote to this came when allies made an effort to connect outside of work. Whether over a cup of coffee or a home-cooked meal, these social encounters allowed relationships to flourish and stereotypes to diminish.
One white ally we interviewed reported realizing that she often had white colleagues to her home for dinner but had never invited a Black colleague. So when discussing her vacation plans — a seven-day chartered Alaskan fishing trip — with a Black woman who worked in the same office, she discovered her co-worker’s husband loved fishing and invited them on the trip, where they bonded and formed a friendship.
Doing this doesn’t require becoming friends. It only means closing the “psychological distance” that can separate people along racial lines at work.
A simple antidote
Black people in the U.S. are faced with a world that can make them feel both empowered and vulnerable. Two incidents at the U.S. Capitol in early 2021 that happened just two weeks apart sum up this jarring narrative.
On Jan. 20, Kamala Harris took the oath of office on the Capitol steps as the first Black vice president — and only hours later swore in the first Black senator from Georgia. Contrast that with images exactly two weeks earlier of white supremacists storming that very same building.
Americans face great challenges on the road to a more inclusive society. To be sure, addressing institutional racism requires systematic interventions by companies and substantial policy changes by the government. But our research suggests they also could use something simpler from their colleagues, managers and others in their lives: genuine relationships.
This article is from The Conversation, an independent nonprofit news organization dedicated to sharing the knowledge of academic experts. Find out more about us or subscribe to our weekly highlights.
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The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.
