Authenticity Over Neutrality: A Call to Action for Organisations

In a world where neutrality often feels like a mirage, how do organisations navigate the complex landscape of politics, values, and societal responsibilities? Recently, I found myself pondering this question as I came face to face with a policy proclaiming to operate from a position of political neutrality within an organisation I was part of until recently. The irony struck me immediately - the individuals crafting this policy couldn't have been farther from neutral themselves.

One individual I strongly suspect harbours ambitions of becoming a Labour MP, while the other held strong hard-right views. The notion of political neutrality seemed like a facade, a mask worn to conceal underlying biases and beliefs. It made me wonder, how often do we hide behind the veil of neutrality to escape scrutiny or maintain a facade of acceptability?

The concept of neutrality is laden with assumptions - that it implies a support for the status quo, that it favours the few over the many. Research and evidence have long debunked the myth of neutrality in a world where systemic inequalities persist and the status quo inherently benefits certain privileged groups. So, is neutrality truly a stance organisations can afford to uphold in a society fraught with disparities and injustices?

Reflecting on the organisation in question, tasked with serving communities facing a myriad of challenges - from vulnerable young people and adults including children in care, at risk of criminal and sexual exploitation, asylum seekers and refugees, a high proportion of people of colour, those impacted by poverty, mental health issues, learning disabilities, neuro developmental conditions, dementia and more - the facade of neutrality seemed even more absurd. How could an organisation claim neutrality while working with marginalised and underserved populations whose very existence challenges the status quo?

The truth is, neutrality often stems from a fear of alienating others, a desire to play it safe and avoid controversy. But at what cost? Organisations that lack a clear moral compass, values, and a commitment to social justice risk losing sight of their purpose and failing to build authentic, lasting relationships. In a world where authenticity is valued over superficiality, where genuine connections drive meaningful change, can neutrality truly hold its ground?

Perhaps it's time for organisations to embrace authenticity, to step out of the shadows of neutrality and stand boldly for what they believe in. Values and ethics should be the guiding principles shaping every decision and action. Ben and Jerry’s ice cream is probably Unilever's best known and successful business does exactly that. Ben & Jerry's operates on a mission-driven business model that emphasises a triple bottom line of product quality, impact on society, and environmental sustainability. This approach is what sets Ben & Jerry's apart from many other organisations. They are not afraid to speak out and have a loyal customer base. By aligning with a vision of social justice and looking after the environment, championing being socially responsible, organisations can forge genuine connections, build trust, and create a lasting impact that transcends neutrality.

As we navigate the complex terrain of organisational dynamics, let us remember that neutrality is a luxury we can no longer afford. It's time to embrace our values, speak our truths, and lead with authenticity. In a world yearning for true connection and meaningful change, neutrality is no longer an option - it's authenticity that will set us apart and drive us towards a brighter, more equitable future.