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EXPERT OPINION JULY 27, 2020 ¦ 45

“As high as these stakes are for • Be inclusive and make
white people who speak up,
your argument compelling:
they’re higher if you’re Black,” “Delivering your message as
the authors, James Detert and inclusively as possible can
Laura Morgan Roberts of Uni- help with the sense of divi-
versity of Virginia Darden siveness often associated with
School of Business, wrote. calls for racial justice.” The
“Raise these issues and you message should be, “’We are
risk being seen as biased, over- evolving together’ rather than
ly emotional (e.g., too angry), ‘I am revolting against you.’
and a host of other negative This framing highlights col-
stereotypes.” lective progress.”
The HBR article attempts • Follow Up: “If you need
to offer a realistic road map those people to stand with you
for how minorities can broach for real change to take root,
racism at work. For starters, it you’ll want to check in.”
suggests that they enlist others Arguably, with Black Lives It’s all sound advice, but so ex-
to their cause: “Find like-mind- Matter gaining traction,
hausting. Although the authors
ed colleagues and raise the issue this is the perfect moment write, “our aim in providing this
together. People we studied re- to call out colleagues, advice is not to place an addi-
ported that speaking up as a managers and even clients tional burden on people of color,”
group on workplace issues had it feels exactly like that. It seems
more of an impact because it who make offensive minorities have to walk on egg-
was hard to write them off as shells and perform jiujitsu to talk
‘one disgruntled person.’” remarks or demonstrate about racial injustice in their own
intolerance.

I think that’s very good advice, workplace, lest they come off as
but I’d go further. Rather than too angry, strident or demanding.
enlist only minorities, it would Then, they have to follow up on
likely be more effective to enlist members of the the conversation, because, chances are, management
majority. Indeed, it often feels that it is the burden will need a lot of nudging on these issues.
of people of color to raise awareness of bias—and Which brings up the authors’ final point: “If you
it shouldn’t be. have attempted to implement these suggestions,
The HBR authors offer other suggestions and and still see little to no progress, take stock of
warnings about raising issues of race in the work- where you are and where you wish to be. It might
place: be time to look around your organization for a
• Don’t get too emotional (but don’t suppress new team or assignment with leaders and allies
emotions either): “Revealing the full extent who are willing to join you in this work.”
of your rage or despair in front of those with And people wonder why Black lawyers don’t
power sets you up to be dismissed or pun- stick around.
ished for being ‘too emotional.’” ¦

• Expect negative reactions: “Demanding Vivia Chen is a senior columnist at The Ameri-
improvements in racial equity stands a good can Lawyer and the creator of The Careerist
chance of evoking defensiveness and fear.” blog.

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