The NFL has announced that before every game they will sing the black national anthem, the AP will
now capitalize the B when referring to black people, food brands are changing their "racially insensitive" names, and the football team in Washington is finally considering changing their name because of corporate pressure.
Some folks would look at this and be impressed, but I am not one of them. These types of gestures and platitudes that go along with them, are all just window dressing that fails to address the real issues that can bring about meaningful change in society when it comes to matters of race.
If the NFL really wants to contribute to the fight for equality they will stop giving lip service to the
Rooney Rule, and start taking serious steps to make sure that people of color are given a chance to be head coaches and general managers in a league that is seventy percent black. They can also do a little soul searching and come to grips with why they black balled
Colin Kaepernick and ran him out of the league. The same for all these corporations who have all of sudden found a conscience.
Honestly, when it comes to all of these "gestures" of goodwill from corporations and organizations, I take the Missouri position. You have to show me. Talk is cheap, and it will get you to the next news cycle after America's
woke moment is over. I am pretty sure, that as it has in the past, we will be going be back to square one, and we will have to visit these types of battles all over again.
Indeed as
John Rice eloquently wrote for
The Atlantic, there are degrees of racism. I think the days of witnessing first degree racism, while not over, thanks to cell phone cameras, are becoming less widespread. The other degrees of racism, however, will not easily go away.
Rice wrote:
"The final, most pernicious category undergirds the everyday black experience. When employers, educational institutions, and governmental entities do not unwind practices that disadvantage people of color in the competition with whites for economic and career mobility, that is fundamentally racist—not to mention cancerous to our economy and inconsistent with the American dream. For example, the majority of white executives operate as if there is a tension between increasing racial diversity and maintaining the excellence-based “meritocracies” that have made their organizations successful. After all, who in their right mind would argue against the concept of meritocracy?
When these executives are challenged on hiring practices, their first excuse is always “The pipeline of qualified candidates is too small, so we can only do so much right now.” Over the past 20 years, I have not once heard an executive follow up the “pipeline is too small” defense with a quantitative analysis of that pipeline. This argument is lazy and inaccurate, and it attempts to shift the responsibility to fix an institution’s problem onto black people and the organizations working to advance people of color. When asked why they have so few minorities in senior leadership roles, executives’ most common response is “There are challenges with performance and retention.” To reinforce their meritocracy narrative, white leaders point to the few black people they know who have made it to the top, concluding inaccurately that they were smarter and worked harder than the rest.
Organizations cannot be meritocracies if their small number of black employees spend a third of their mental bandwidth in every meeting of every day distracted by questions of race and outcomes. Why are there not more people like me? Am I being treated differently? Do my white colleagues view me as less capable? Am I actually less capable? Will my mistakes reflect negatively on other black people in my firm? These questions detract from our energy to compete for promotions with white peers who have never spent a moment distracted in this way. I wager that 90 percent of the white executives who read these last sentences are now asking, particularly after recent events, “How did we miss that?” This dimension of racism is particularly hard to root out, because many of our most enlightened white leaders do not even realize what they are doing. This is racism in the third degree, akin to involuntary manslaughter: We are not trying to hurt anyone, but we create the conditions that shatter somebody else’s future aspirations. Eliminating third-degree racism is the catalyst to expanding economic power for people of color, so it merits focus at the most senior levels of education, government, and business.
Employers whose efforts to increase diversity lack the same analytical and executional rigor that is taken for granted in every other part of their business engage in practices that disadvantage black people in the competition for economic opportunity. By default, this behavior protects white people’s positions of power. The nonprofit organization that I have built over the past 20 years, Management Leadership for Tomorrow, has advanced more than 8,000 students and professionals of color toward leadership positions, and we partner with more than 120 of the most aspirational employers to support their diversity strategy, as well as their recruiting and advancement efforts. Yet I have not seen 10 diversity plans that have the foundational elements that organizations require everywhere else: a fact-based diagnosis of the underlying problems, quantifiable goals, prioritized areas for investment, interim progress metrics, and clear accountability for execution. Expanding diversity is not what compromises excellence; instead, it is our current approach to diversity that compromises excellence and becomes a self-fulfilling prophecy.
We can increase the cost of this behavior by calling on major employers to sign on to basic practices that demonstrate that black lives matter to them. These include: (1) acknowledging what constitutes third-degree racism so there is no hiding behind a lack of understanding or fuzzy math, (2) committing to developing and executing diversity plans that meet a carefully considered and externally defined standard of rigor, and (3) delivering outcomes in which the people of color have the same opportunities to advance.
Companies that sign on will be recognized and celebrated. Senior management teams that decline to take these basic steps will no longer be able to hide, and they will struggle to recruit and retain top talent of all colors who will prefer firms that have signed on. The economic and reputational costs will increase enough for behavior and rhetoric to change. Then more people of color will become economically mobile, organizations will become more diverse and competitive, and there will be a critical mass of black leaders whose institutional influence leads to more racially equitable behavior. These leaders will also have the economic power to further elevate the cost of all other types of racist behavior, in policing, criminal justice, housing, K–12 education, and health care—systems that for decades have been putting knees on the necks of our most vulnerable citizens and communities.
Third-degree racism can be deadly. For at least the first few months of the COVID-19 pandemic, the Centers for Disease Control and Prevention mandated that in order to get tested, you had to go to a primary-care doctor to get a prescription and then, in some areas, also get a referral to a specialist who could approve a test, because they were in limited supply. That process made it much harder for minorities to access tests, because they are much less likely to have primary-care physicians. This is one of several reasons the hospitalization and death rates for minorities are disproportionately higher than those for whites. If the people who designed that process knew up front that they would be exposed as racist, fired, and ostracized if their approach put minorities at a greater health risk than white people, they would have designed it differently and saved black lives. Just having a critical mass of minorities in decision-making roles regarding that test-qualification process would have also saved many lives.
Rooting out third-degree racism is what will ultimately change the narrative about race. When white people see more black people on the same path as they are, when white people are working in diverse organizations, and when they are proximate to black leaders beyond athletes and entertainers, only then will they stop fearing and feeling superior to the black people they don’t know."
{Source}
All these so called changes being made in corporate thinking is fine, and it all sounds and looks good from a public relations standpoint. But unless there is a real effort to tackle the type of institutionalized racism that has been implemented over decades, this too shall pass. And years from now, long after Donald trump, we will be right back to square one wondering how we ever got back to this point.
