We identified these practices to build shared language and highlight the many ways that all leaders – across identities, roles, issue areas, and organizations – can interrupt inequities through their leadership in the social sector. Demonstrating these practices and deepening one’s skill sets and mindsets does not correspond to years of experience, level of workplace hierarchy, or job title. Our hope is that leaders at all levels who are building inclusive workplaces and working towards social impact can use this as a guide to activate their leadership and accelerate equity through their work.
- In leading SELF practices, leaders are building an understanding of how they show up and have an impact in situations, and particularly how their individual contributions can advance equity in the workplace.
- These practices include: sense of identity, conscious communication, and radical love
- In leading PEOPLE practices, leaders are fostering inclusive relationships grounded in equity and influencing individuals at all levels within and beyond the organization.
- These practices include: honor experiential expertise, center relationships, and shared responsibility
- In leading ORGANIZATIONS practices, leaders are adapting work to influence the organization and solidifying their commitment to equity in culture, practice, and goals with a long-term view.
- These practices include: collaborative decision making, dynamic problem solving, and values alignment
- In leading SYSTEMS practices, leaders are approaching work to fit within the interconnected system and analyzing the impact of strategies to address the root causes of inequity.
- These practices include: understand inequities, emergent approach, and re-thinking systems
Social sector organizations have a responsibility to work towards the betterment of society. We have an obligation to positively impact those we’ve chosen to serve alongside. To provide our work with integrity and in ways that address structural inequities like racism. Most social sector organizations hold white dominant standards of behavior as organizational norms and leadership expectations. White dominant ideologies, standards and expectations often manifest internally, in mindset and beliefs, interpersonally through behaviors and actions and institutionally in policies and practices. To disrupt racism and other forms of structural leaders can work to develop specific leadership practices at each of these three levels of oppression:
- To disrupt internalized racism → leaders can focus on leadership skills that demonstrate active learning and unlearning
- To disrupt interpersonal racism → leaders can focus on leadership skills that demonstrate intentional action
- To disrupt institutional racism→ leaders can focus on leadership skills that demonstrate processes for accountability
Current Framework Matrix
As of August 2020
Virtual Learning Session
To learn more about how to be involved in the testing of the competency model, please email [email protected].