More than 18 years ago, we co-authored a Harvard Business Review article entitled “Dear White Boss… .” It was a fictional letter from a Black manager to an anonymous white executive. The letter was based on our years researching, interviewing, and working with Black leaders, as well as personal experiences. We described how the challenge of inequity based on racial, gender or other differences was debilitating for both people of color and the broader organization.
What Has — and Hasn’t — Changed Since “Dear White Boss…”
Eighteen years later, the classic HBR article remains unfortunately timely.
September 15, 2020
Summary.
Most organizations have failed to “walk the talk” in delivering on long held promises to further diversity and inclusion. This lack of progress has fueled discontent and disengagement. So, what can organizations do to accelerate their efforts to drive greater inclusivity and reap the associated benefits while also ensuring success for the future? In reflecting on what has and hasn’t changed since their classic 2002 HBR article “Dear White Boss…,” the authors suggest areas of renewed focus like changing your high-potential leadership assessment criteria and basing it on future capabilities, not past performance; exhibiting transparency across these processes; and reinforcing leader accountability at every level of the organization.
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New!
HBR Learning
Leading People Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.