As we navigate what feels like an increasingly hostile climate for activists and people working in systems change, it is easy to feel overwhelmed. We’re seeing the rise of authoritarianism, the far right growing and a US president and tech allies attempting to take us back in time in the name of progress. It’s a lot to contend with.

We recently held a session with our New Ways Collective on Shame. It followed some training we did about Working with Shame in Organisations with the Gestalt Centre, which we’ve been applying to our work on EDI and anti-racism. It’s something that sits with us always - people feeling shame for their privilege, for their lack of visible action and the generational shame that can exist in those with marginalised identities.

We recently attended the Othering and Belonging Institute conference which focused on creating belonging in a divided world. It was a really powerful event, with speakers from all around the world, representing a whole range of identities and backgrounds, sharing their perspectives on building belonging in modern times.

It’s a heavy time in the world and the effects are being felt around the world as we grapple with the impact of escalated violence against Palestinians in Gaza, following the Hamas attack in Israel. It’s a traumatic time for Jews, Muslims, people with family and connections in the region and those of us watching on social media and news channels from afar.  

How do we get better at working with multiple truths? This feels like the leadership skill of our time. How do we deal with team members mourning the monarchy from those frustrated by minimal coverage of more pressings issues like Chris Kaba’s murder? How do we address Gen X managers frustrations with Gen Z strong boundaries between work and the rest of their life in ways that build harmonious workplaces?

The first anniversary of the murder of George Floyd and the Black Lives Matters protests has been a time of deep reflection. I remember the visceral impact this tragic act had across the world, and it was clear that here in the UK, the fair and equitable Britain that some envisaged was not the same lived experience for every one – and this mass awakening was both hurtful and welcomed in equal measures.

A google search for belonging at work will show an extraordinary rise of interest in the topic (four hundred and twenty one million pieces of content at the last count April 2022). A peek inside people and culture strategies of any organisation paying attention to employee engagement will see this small word with big impact throughout documentation outlining plans. We’ve woken up to the reality that belonging means so much more than inclusion or a sense of ‘feel good’ about where we work. Rather, it’s a fundamental to our human experience that has real, visceral impacts that determines the wellbeing, performance, and success of our people.

It seems that the challenges of 2020 are set to continue with vigour in 2021, and the third sector is reeling from its impact. Within these most testing of times, we’ve also seen the light shone brightly on the serious lack of diversity in charities, with story after story revealing the truth of the scale of everyday and systemic racism in our society.

I’ve learned through this work is that very few leaders want to admit there are problems within their organisation. And who can blame them for feeling that way? The saying ‘the buck stops with you’ rings loud in the ears! There’s an inevitable sense of responsibility that comes with the territory. Leadership books have sold the myth that leaders should know how to solve everything. I’ve seen that flash of shame that comes with having to admit that the picture isn’t quite as polished and rosy as they believed, or hoped it was.