If Employers Put Radical Honesty Into Practice, How Might It Look?

Radical honesty as a phrase and philosophy came from Brad Blanton in his book Radical Honesty (1997) and is the practice of complete honesty without stretching the truth or even lying through omission.

I reference it because I commented on a LinkedIn post earlier this week from the President of the National Black Police Association (UK), where he said that in February 20204, I think for the first time ever, they advised against Black and Global Majority joining the Metropolitan Police .

This is an example of radical honesty. Some advice given that acknowledges the way things are, shows a clear position, and whether it is palatable or not, allows potential candidates to decide whether the Met Police is the place for them and maybe more of us should do the same.

Consequences of inaction

A contemplation by some organizations to pivot away from what was once a fervent commitment to advancing racial equity, deeming other issues as more pressing or in some cases, flat out denying there is even a problem, means there should also be a critical examination of not only the implications of this gradual shift but also the approach to navigating it with integrity and transparency.

If your organization finds itself at this crossroads, where even the most enthusiastic of your team members, executive sponsors, et al are falling under the sheer weight of resistance, deliberate procrastination, and/or quiet apathy, maybe it’s time to undertake a deliberate realignment of your external and internal communications. This would be your corporate version of practicing radical honesty.

Go through an exercise where you review your marketing material and language used to reference inclusion, anti-racism etc to ensure everything accurately represents your current stance and intentions. The essence of this recalibration is not about diminishing the importance of addressing these issues but providing an honest portrayal of how you feel about the subject matter and an accurate reflection of your pace of change.

If your organization is struggling to prioritise tackling these issues head-on, it is better if you are honest with your workforce, specifically your Black and Global Majority colleagues and potential candidates, that the way you feel about things in 2020 is not an accurate representation of how you feel in 2024.

Let them know that by entering into an employee/employer relationship, i.e., signing a contract of employment, there are other implicit terms that govern how they are treated.

Whilst unsavoury, let's explore some examples

• There will be limited conversation and action to address why there seems to be a concrete ceiling to progression that only kicks in for certain demographic groups. It's an unfortunate reality but it is what it is.
• Any specific programmes or investment in preventative measures to ensure their employee experience is not impacted by racism, bias and discrimination has been postponed until further notice.
• They'll just have to accept that 'bad things' may happen, but that will be due to unconscious bias therefore they should accept that people have good intentions but just don’t know any better.
• It will be expected for them to completely assimilate (adopt the values, behaviours, and cultural practices of the dominant group within your company, at the expense of their own cultural identity) to be accepted.
• Speaking up is fine, provided it is positive, is said in the right tone, and doesn’t upset anyone. And you'll only do something if they've done a good enough job to convince you of their lived experience .
• If they do want to make a difference, they are free to do so provided they accept it is to be done in their own time, with limited support, although a small budgetary provision will be provided just in time for Black History Month.

When seen on screen like this it probably doesn’t align well with an average employers stated values, yet if this is the reality of where you and your organization sits now, be radically honest and let people know.

Allow people to make informed decisions about whether your culture and, ultimately, your brand are the best and safest place for them.

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