Leaders still need to lead
Something that often happens when leaders, white leaders in particular, “recognize their privilege” is that they react by concluding that what they need to do instead is step back, be quiet, listen to others, and let other lead.
While well-intentioned, the impact of this approach can also be harmful. When those who align with systemic and institutional power fail to use it, it leaves those who are less aligned with that power to do the work, often while feeling tokenized, unsupported, and under-resourced.
Rather than letting others step into leadership, it often leaves a gap in leadership, which can cause confusion and disorientation.
Silence can land many different ways for folks. While the intention may be to create space for others, it can land as disengagement, lack of caring, or even anger, hostility and retaliation, a kind of “fine, you do it” approach, even if that’s not what is meant at all. It can detract from rather than contribute to brave-safe space and psychological safety.
At CCI, we often talk about “creating a circle not a ladder.” What we mean by that is:
Creating space for others by creating space for yourself
Don’t create space for yourself by negating others (the old way)
Don’t create space for others by negating yourself (what often ends up being the new way)
Turning the hierarchical ladder upside down and placing yourself at the bottom of it does not dismantle the hierarchy!
Dismantling oppressive hierarchies doesn’t mean abdicating power by stepping back and leaving everyone else to do the work. It means sharing power, not hoarding it, but it doesn’t mean giving it up either.
This is often confusing, which makes sense, because dominant culture doesn’t have great models for inclusive leadership or for power sharing.
We have a whole framework of inclusive leadership skills that we use to work with leadership teams.
However, if your tendency in leadership is to self-erase in an attempt to balance power dynamics, here are some considerations to begin with:
Foster brave-safe space by being brave in order to create safety for those less aligned with power and privilege - this might mean going first, sharing transparently, being wiling to admit to mistakes and share lessons learned, being willing to be uncomfortable because your safety is less at risk (this is one of the ways that brave-safe space accounts for how participating in a space often requires more bravery from those less aligned with power in order to create safety for those more aligned with power by honoring the bravery and prioritizing the safety of those most impacted by systems of oppression)
Facilitate discussion by actively engaging in asking questions, modeling curiosity, asking for input and feedback, reflecting back what you hear, and bringing your own analysis - do not be silent or go into “listen only” mode!
Create psychological safety by modeling and rewarding learning, questions, suggestions, brainstorming, collaboration and questioning the status quo
Take accountability for strategy - as a leader, you likely have a bigger picture view than those who report to you so share that view with them so they can contribute at the strategic level
Advocate for self-identified needs - we talk a lot about focusing on self-identified needs rather than assuming the needs of others, but sometimes people need help identifying their needs, which might look like creating space to process and brainstorm together rather than leaving folks to figure it all out for themselves… and then advocating for those needs
Inclusive and equitable leadership may look different to traditional and hierarchical leadership but what it doesn’t look like is silent or absent leadership. Leaders still need to lead.
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