Leaders, particularly white leaders, across the public sector are being urged to tackle racial inequalities. Very few top teams represent the communities that they serve. The slow rate of change carries a significant risk of alienating leaders from global majority backgrounds who experience almost 1,000 racially motivated hate crimes a week in England alone and a loss of substantial talent from the sector.

The call to action follows a spotlight being shone on racial inequalities over the past year, including the murder of George Floyd, statistics highlighting that Black and Asian people were disproportionately affected by COVID-19, alongside a recent report by the government-led Commission on Race and Ethnic Disparities (CRED), finding that employees from Black and Asian backgrounds are not progressing to top leadership positions to the same proportion as white colleagues.

Research has shown Black people hold just 1.5% of senior roles, increasing just 0.1% since 2014. This shows the continuing risk that white leaders will simply go on recruiting in their own image unless there are changes throughout recruitment, development and promotion.

In response to this, The Staff College has released a new publication “Leading in Colour: The Fierce Urgency of Now”, aiming to challenge, and, crucially, support all leaders, but particularly white leaders in changing these inequalities.  Report authors Rose Durban, Meera Spillett and Rosemary Campbell-Stephens MBE, have substantial senior level experience and recognition for work in children’s services and education over many years.

The publication offers leaders the chance to reflect on the very real difficulties faced by their Black and Asian staff and communities, the impact of multi-dimensional racism on them and what they can do to improve the situation for minoritised groups. It sets out what the issues are, what can be done and signposts resources to support understanding and change across the public sector.

The findings also highlight the need for leaders to recognise that the racism experienced by their staff and communities is not a 9-5 experience. Meera Spillett, one of the authors speculating on the reasons for a lack of progress over many years said

“Perhaps one of the reasons initiatives have not taken hold is that it may be seen by white leaders as a task to be done and not a way of life in and out of work. Authentic change requires professional and personal learning with empathy, acknowledging that Black colleagues and communities can never leave the impact of racism behind.” White leaders are also to be reminded that racism occurs in rural and urban areas alike.

The Staff College is calling on white leaders to show solidarity with this most pivotal issue by reading the publication and resources, acknowledging their role in tackling racism, outlining steps they will take to combat the issues raised in the report and sustain their actions within their own public sector organization. 

Senior leaders within the public sector and beyond have shared their concern for the issues raised within the publication, and praised its approach:

Kathryn Smith, Chief Executive of the Social Care Institute for Excellence (SCIE):

“This is a brilliant resource. It gives clear guidance on what I can do, should or shouldn't do. Answering the questions that white leaders may not feel able to ask (and telling them they should ask them) was very helpful.”

Kathryn Perera, Director Horizons Team – part of NHS England and NHS Improvement:

‘Leading in Colour is accessible, well-structured and (most importantly) practical. I found that it helped me not simply to "admire the problem" but to identify starting points both for thinking and acting differently as a white leader. Two things I'm taking away immediately to use with my team in the NHS: the Cultural Competence Continuum and the idea of "courageous conversations" which create inclusive, mutually supportive spaces for listening and sharing. Leading in Colour is an essential guide for NHS leaders who want support to challenge what they think they know and how they act."

Professor Keith Moultrie, Institute of Public Care, Oxford Brookes University:

“This publication captures some key areas of action that leaders need to focus on, it is positive and action-oriented and has the potential to be a valuable, easily accessible resource for leaders”. 

Dez Holmes, Director of Research in Practice said

“A timely and powerful report, inviting all of us – but especially white leaders in public services – to do and be better. Unflinching in its challenge, it draws on research and lived experience to highlight just how much more needs to be done, and – crucially – how much we can do. If you find yourself not wanting to read it, take that as a sign you probably need to.”

Terence Herbert, Chief Executive, Wiltshire Council commented:

‘A powerful publication which helps us have the local conversations to maximise all of the skills and talents of our communities to benefit our whole county.’

Ian Thomas CBE, Chief Executive, The Royal Borough of Kingston upon Thames said this publication is

"A well thought through, evidenced-based piece of work".