Are you still in?  

Be transparent about what you’re doing

• Explicitly state verbally and publish in published documents like news letters and memos that you would like to put race on the agenda as an organization.  Work toward memorializing your stance in your organization's guiding documents such as mission and vision statements.
• Address race and implicit bias by connecting them with existing organizational norms and values. Ex: If your district espouses that all students achieve at high levels but students of color are underperforming, address the data both aspirationally and pragmatically with your community.
• Use news topics related to race as opportunities to articulate your position.  Iissue statements on where you stand as an organization.  If  you’re part of a larger organization and they have issued statements, leverage those statements or policies to address those within your sphere of influence.

Gotta Name it to Tame It

 I’ve heard this phrase used in reference to our emotions. Once we’re able to identify a feeling by name, we can select from a range of appropriate responses to address those feelings.  The same is true of racism.  Currently, the greatest step most Americans can take to move the needle against racism, is simply to see it and name it.  The problem with racism is that you’d be hard pressed to find a white supremacist anywhere who calls themselves a racist.  Robin Diangelo, (White Fragility, 2017) makes the case that non-racist and racist are believed by most to be binary positions interchangeable with good and bad.  If I suspect I’ll be accused of being a bad person, possibly in public, I’m going to deflect all the way back to my white suburban enclave or my one black friend; proof that I’m not racist.

• Do not start without having done some of the groundwork yourself.  Become familiar with the history of racism in America and begin developing a knowledge of the language you’ll need to feel more comfortable engaging in these conversations.  (See resources).
• It starts with naming your own race and thus placing yourself honestly within the race construct.  Most white people do not name themselves as White, but as German, Irish or other European nationality.  Being able to explicitly name your race is the beginning of understanding your relationship with others and the history that lead you to where you are.
• Engage pairs or small groups in conversations about the degree to which race affects their lives.  Try to bring together people who identify differently from each other  for this discussion.  Or have people think back to the first time they became aware of race.  This could be a short writing exercise that people choose to share out. These are judgement free entry points that can shift individuals out of color-blindness to actually talking about race. 
• Strategically organize people for productive interactions. diads/triads, panels, affinity groups, book clubs or study groups, committees
• It is important that norms are set that will allow participants to share without fear of being judged or dismissed.  To minimize non-participation, name common “check-out” behaviors people should monitor and what those behaviors might indicate for themselves and communicate to others.
  • Giggling, laughing, side-chatter
  • Checking phone or reading unrelated material
  • Saying things like, “I don’t see color, or talking about race only makes it worse”

You Can’t Do It Alone

• Find allies who will support you in this anti-racism work.  It may be a supervisor, other leaders or members within your community.  These will be the people in the trenches with youm who can validate your experience and spur you on.
• Build a critical mass. Accept that you will be met with some resistance and people adopt shifts in stages.  Create momentum by focussing on early adopters and key team members or stakeholders who are eager to do this work.  Consider hiring qualified applicants who already embody an anti-racist mindset.
• Consider bringing in a consultant to help.  Racism work is deeply embedded in personal identity.  Being the source of emotional disruption for staff can make it more difficult for you to carry out your other administrative responsibilities.