A Google search for “dismantling white supremacy leadership” returns a page of mostly schools, community organizations, and independent educators. By contrast, a search for “diversity and inclusion leadership” returns a page of corporate initiatives, including articles in the Harvard Business Review.
What does this tell you?
It tells me corporate America is not fond of naming white supremacy, let alone excavating the white supremacy in its spaces.
Could this be because white supremacy is interwoven into the history of capitalism? And because leaders in corporate spaces have been so far unwilling to excavate and dismantle the white supremacy in their midst?
I choose to believe that we’re in a moment ripe for unraveling some of the more dangerous and toxic manifestations of this “marriage made in hell.” It will take leadership — leadership from individuals unafraid to name the true danger we face: white supremacy, the system of words, beliefs, images, and attitudes that places white people at the apex of all that is true, good, beautiful, trustworthy, worthwhile, and worth protecting.
“Diversity and inclusion” will go only so far — which is to say, not nearly far enough — without addressing this fundamental root problem.
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