How do companies become racially equitable workplaces? Ask Basecamp.

Don’t you just wish you could operate your company in isolation to the outside world, as let’s face in today’s world, the allure of picking and choosing the issues your employees can and can’t openly discuss at work has never been so inviting.  

But before venturing on a communications pick ’n’ mix of approved in-work conversation topics it’s a good idea to read the room. Your personal comfort zone of approved unchallenging conversations isn’t shared by everyone.

Hindsight’s a wonderful thing, isn’t it Basecamp.

Basecamp, the tech firm made infamous by the senior management memo letting staff know all societal and political conversations were off the cards during company time. No more chit-chat about…well anything really (that didn’t appease management nerves).

What Basecamp’s senior management failed to realise, even after their car crash of a team call set to quell the flames fanned by the memo, is that unless you’re a white heterosexual man, life is political, and the ability to decide what conversations are workplace appropriate, perpetuates inequality, and smacks of white supremacy.

Now I’m acutely aware that as a business owner, there is a perception I should practice more neutrality. Speak in very general terms about peace and unity, and avoid subjects that could be deemed too ‘political’.

However, I am a person first. My experiences of racism uniquely shape my life and my work. I recognise the effort it takes to unlearn and relearn what it means to be authentic and by extension, how you can create the right spaces for others to do the same. Particularly when they are marginalised, underestimated and overlooked because of their skin colour – notwithstanding the impact of possible intersectional identities.

And there are many examples of business leaders getting involved in politics. When lockdown was extended, there were campaigns, petitions and numerous social media posts to say ‘Retail Matters’. The wording deliberate and connotations very clear. People’s livelihoods were at risk, with businesses potentially bankrupt and hard-working employees losing their jobs.

Yet when the issues affect human rights, the ability to be treated fairly, to survive even, there is an awkwardness, a fear of speaking out, of doing anything which might look too radical. Why? Because it doesn’t affect the ‘majority’ and/or it isn’t universally acceptable to address it.

The challenge we’ve had to date is that diversity and inclusion has never gone deep enough to examine the root causes of how the employee experience can differ so greatly due to characteristics not connected to colleague potential and performance.

We believe showing we are inclusive is about celebrating cultural days or months, marching for Pride, having ‘weeks’ to raise awareness for certain issues, highlighting the different nationalities we have or ensuring our corporate literature shows people of all ethnicities happy, joyful and working together, even if that doesn’t reflect what happens internally. 

Yet the real work to unpack why we struggle so hard to embrace difference seems to elude us.

To create racially just workplaces takes work, bravery, boldness and a new type of courage leadership. And it also takes a different type of culture. One that isn’t so fixed, so unchallenged, and instead flexes according to the changing needs of its employees. This type of culture is always adapting, led by leaders who put their stake in the ground forgoing their comfort so that others can find some, irrespective of how it may be perceived by others.

And yes this is a choice, but it’s becoming less so.

Basecamp chose and lost 30% of it’s staff including its Head of Design, Head of Marketing and Head of Customer Support. It lost productivity, knowledge, trust and company morale. Apologies and customer reassurances were required. There is a third party investigation. It’s hunting to replace c. a third of its staff. Then there is its brand reputation to consider. Companies who once chose to use their products may decide not to. Investors may look elsewhere.

The dynamics on human rights within in the workplace are slowly shifting. There will come a point when no the financial future for companies choosing to ignore racial equity looks bleak. To prevent this corporate thinking must evolve.

Ask Basecamp. By choosing a lazy, yet comfortable ‘head under the duvet’ approach to racial equity, theirs is a cautionary tale.

For the sake of your employees, and your company’s future, don’t be Basecamp.