< Previous60 PERSPECTIVES VOLUME 44, NUMBER 4 laws allowed the ownership and bodily mistreatment of enslaved Africans. Legal, open segregation was prevalent just one to two generations ago. Moreover, racist policies and sequelae in the form of redlining, fraudulent banking practices, higher arrest/incarceration rates, the school-to-prison pipeline, impaired access to physical and mental health care, higher unemployment rates, and income inequality are still active today. Given the above factors, those who are committed to engaging in courageous conversations may well benefit from first making the effort to become more knowledgeable. This includes increasing one’s understanding of the lives of others by reading books or articles, listening to podcasts, or watching videos created by those who are different than you. No group is monolithic, as individual experiences will differ. However, the more one is exposed to the varied voices of others, the more one will appreciate both those differences and the common issues that emerge. Embarking on self- education to build cultural awareness demonstrates true commitment to understanding the perspectives, needs, and issues of others. The beneficial step of self-educating and building cultural awareness certainly has the potential to enhance understanding. However, holding honest discussions and implementing actions is needed to truly help remove people’s fear of not being heard, seen, or respected. Such conversations may serve to connect us personally and professionally. To move forward, leaders and their teams cannot be afraid to discuss the topics that seem to scare them the most, so let’s take about race. Twelve Steps to Having Courageous Conversations about Race These steps, when used with foundational coaching techniques, will help in navigating difficult conversations of all types but, for the sake of this article, discussing race is specifically highlighted. Together we can examine why and in what ways we think about race by being “color brave,” a term coined by Mellody Hobson in a TED Talk (2014), and we can discuss race’s role in societal structures and how we can dismantle our own racist thinking and ideas. To help ensure you have a place to begin the conversation, read an article or a book and ask someone unlike you to share thoughts about it. First, agree that it’s safe to talk openly, understanding that those impacted are 61 AMERICAN PROBATION AND PAROLE ASSOCIATION often confronted by race and the various “isms” and may not want to engage at a particular time. Once there is mutual agreement on the desirability and timing of the conversation, following these steps may be helpful: 1. Provide a safe space for holding brave and open conversations without judgment. In The 7 Habits of Highly Effective People, Stephen Covey stated that it’s critical to “Seek first to understand, then to be understood” (1989, p. 237). Seek to understand each other’s experience, knowledge, and beliefs, not to necessarily influence or disrupt. 2. Articulate why the conversation is important to you to provide a clear understanding of each other’s level of commitment to exploration. It also allows you to understand each other’s motives. If the goal is only to confirm one’s existing beliefs or theories (confirmation bias), it may unfortunately cause you both to confirm a particular view while ignoring, or rejecting, information that casts doubt on it, which is unproductive (Heshmat 2015). If the goals are to understand and build connection, listening and asking questions for clarity (not talking) serves as the key tool to navigate the conversation. 3. Define the potential outcome you wish to receive from having the conversation. It could be as simple as getting to know the other person or group members to gather information that will help you better understand their experience. Stating what you’d like to learn, or share, will help to redirect the conversation if it deviates outside of its purpose. 4. Stick to the facts about the history of racism. It is, of course, important to share personal thoughts and experiences, but presenting accurate historical facts helps others “connect the dots” regarding racism’s impact. Combining facts and feelings when discussing a topic encourages personal connection while also managing the exchange of ideas and thoughts based on documented, researched information to help educate and maintain a balanced discussion. 5. Use active, reflective, and passive listening to gain understanding related to the root of the other person’s beliefs and actions. Don’t try to explain someone else’s experience. Listen to understand. “The art of listening not 62 PERSPECTIVES VOLUME 44, NUMBER 4 only shows your team member that you care and want to hear from them, but it also does wonders to build a solid relationship foundation” (Fukuda, 2017, p. 1). 6. Ask powerful questions to promote deep thinking and responses. In the book, Coaching in Organizations, Madeline H. Blanchard, and Linda J. Miller (2013) use the term “focused” to define how these particular types of questions have the ability to cut to the heart of the matter (p. 187). Also, allow room for the admission of mistakes without judgment. Otherwise, you risk people shutting down due to fear of judgment. 7. Repeat what you hear to confirm the thought or feeling the other person is trying to convey. Make sure you are not hearing what you want to hear—or think you should hear—to make it more likely that the thoughts and information being shared are understood as intended. The questions that follow each statement make help provide the clarity needed to have a deeper level of understanding. 8. Don’t impose your thoughts or beliefs, as each person should be allowed time to process personal thoughts and feelings. When someone shares information gleaned from personal experiences, interrupting may have unintended consequences, such as the withholding of additional thoughts and context which may prematurely end the conversation, stalling efforts related to building trust. 9. Be open to opposing views. It’s acceptable if you disagree, but also be open to redirection if you know you’re wrong. Asking additional clarifying questions may encourage a deeper level of compassion, or even empathy, causing one to reevaluate a position. Changing your mind is allowed. 10. Acknowledge and show appreciation for candor as we all understand that vulnerability and honesty, which can be difficult in uncomfortable situations, are important to ensuring progress. Vulnerability requires risking psychological safety, as stated by Brene Brown (2018), and should be honored. 11. Talk about how you can partner to keep the conversation going. To be impactful, 63 AMERICAN PROBATION AND PAROLE ASSOCIATION further exploration and action may be required. Commitments can be as solitary, such as elevating your level of self-awareness by reading additional articles or books, or inclusive, with ramping up personal or political engagement. Determine what will work best for you. Continuing the conversation and developing a plan of action with someone else may help you remain dedicated to supporting each other and the communities in which you live. 12. Ask to schedule more time to talk. Ending the conversation with an invitation to meet provides an opportunity to demonstrate your commitment to understanding and connection. Ask. You never know where it may lead. An important point to remember when discussing a sensitive topic such as race is to be aware of emotional triggers. Words such as “privilege,” “affirmative action,” “slavery,” “immigration,” and others can invoke immediate images and responses that may sideline a productive conversation. When a trigger word or phrase is said, remember to breathe, listen intently, and to allow the other person’s thought or feeling to be fully realized and described. The subsequent statement or comment may provide the clarity needed to further explore experiences and feelings behind it. Use empathy to connect as you discover more about them. In order to promote openness and candor, it’s also incredibly important to ensure that you do not have any attachment to the outcome. Allow space to move the conversation along at the speed and direction desired. Remember, your ultimate goal is to engage in efforts to understand and to build interpersonal connection. You can determine what opportunities you’d like to pursue on your own or as a team after the conversation. This will assist you by increasing your level of awareness and understanding without prematurely dictating what should happen next. Moving Past Feelings to Create Movement When reading books or articles, listening to podcasts, and listening to/watching interviews, be sure to move past feeling sad, angry, guilty, or frustrated. Resting squarely in 64 PERSPECTIVES VOLUME 44, NUMBER 4 the space of “feelings” leads to inaction. Ibram X. Kendi (2019), author of the book, How to Be an Antiracist, encourages us to ask the question, “Do I support racist or antiracist ideas, policies, or actions and how?” According to Dr. Kendi, there is no in-between. There is no such person as a non- racist and no such thing as non-racism. Inaction is indeed an action. The only way we can understand our own beliefs, dispel myths, and discover how connected we are in our humanness is to talk honestly. Placarding yourself and others for the sake of image and feeling good does nothing to improve relationships or build partnerships. To help provide context and to learn more, historically, personally, and within organizations, the following list of books, although not exhaustive, may provide great insight: • We Can’t Talk About That at Work: How to Talk About Race, Religion, Politics, and Other Polarizing Topics - Mary Frances Winters • Diversity Inc: The Failed Promise of a Billion Dollar Business - Pamela Newkirk • How to be an Antiracist - Ibram X Kendi • So You Want to Talk About Race - Ijeoma Oluo • White Fragility - Robin Diangelo • White Like Me: Reflections on Race from a Privileged Son – Tim Wise • Race Talk and the Conspiracy of Silence: Understanding and Facilitating Difficult Dialogues on Race - Derald Wing Sue • Between the World and Me – Ta-Nehisi Coates • Uncomfortable Conversations with a Black Man – Emmanuel Acho Not everyone is going to want to talk about race, but when others’ lives and personal freedoms are at stake, it is necessary. It is imperative for people to not hold onto beliefs that are untrue and disempowering instead of demonstrating authentically inclusive behaviors. An organization’s decision to be inclusive is likely to produce positive interpersonal outcomes that benefit everyone, no matter their role. Discussing race doesn’t have to be debilitating or scary. Remember we all share at least one huge trait: we’re human. Simply prepare to listen deeply and with a courteous mind. Be completely comfortable with being uncomfortable. Be courageous. Lead. Talk about it.65 AMERICAN PROBATION AND PAROLE ASSOCIATION References Blanchard, M. H., & Miller, L. J. (2013). Coaching in Organizations. (n.p.). Brown, B. (2012). Daring greatly: How the courage to be vulnerable transforms the way we live, love, parent, and lead. New York: Gotham Books. Covey, S. R. (1989). The 7 habits of highly effective people: Powerful lessons in personal change. New York: Simon and Schuster. Fukuda, M. (2017, April 17). The 5 Essentials to Effective Coaching. Heshmat, S. (2015). What is confirmation bias? Psychology Today blog post, April 23, 2015. Hobson, M. (2014, May 5). Color blind or color brave? [Video]. TED Kendi, I. X. (2019). How to be an antriracist. New York: Penguin Random House LLC. Kerner, O., et al. (1988). The Kerner Report: the 1968 report of the National Advisory Commission on Civil Disorders. Pantheon Books: New York. Newkirk, P. (2019). Diversity, Inc.: The failed promise of a billion-dollar business. New York: Bold Type Books. Sentencing Project, The. (2018). Report to the United Nations on racial disparities in the U.S. criminal justice system. Washington, D.C.: The Sentencing Project. Available from Spinaris, C., & Denhof, M. (2015). Countering staff stress—Why and how. Report prepared for National Jail Exchange, National Institute of Corrections. Available BIO: Toi B. James is a certified diversity coach and author of Talk About It: 12 Steps to Transformational Conversations (Even When You Disagree), and the founder and chief impact officer of RedInk Enterprises, LLC, a boutique coaching and consulting firm specializing in Diversity, Equity and Inclusion (DEI) and Belonging located in Atlanta, Georgia. RedInk supports DEI&B initiatives for companies and organizations and provides collaborative, transformational experiences for individual clients to help ensure every individual is seen, heard, and respected to create an unyielding sense of belonging in all populations. Toi envisions a world where you are empowered to be exactly who you are…wherever you are. The author can be reached at or (404) 512-190066 PERSPECTIVES VOLUME 44, NUMBER 4 the premiere online community for our industry HAS RELAUNCHED, adding even more value to your membership year-round! 24/7 access with your APPA Account email address https://connect.appa-net.org JOIN the conversation, ACCESS resources, and NETWORK with your peers! 67 AMERICAN PROBATION AND PAROLE ASSOCIATION A CALL TO ACTION IN THE YEAR OF RACIAL RECKONING: PROBATION AND PAROLE AGENTS BY: LINDSAY JAYAWARDENA the premiere online community for our industry HAS RELAUNCHED, adding even more value to your membership year-round! 24/7 access with your APPA Account email address https://connect.appa-net.org JOIN the conversation, ACCESS resources, and NETWORK with your peers! 68 PERSPECTIVES VOLUME 44, NUMBER 4 The call for criminal justice reform does not stop with probation and parole policy makers in conference rooms— it also goes out to the agents in the streets. in the criminal justice structure. By its nature, probation and parole work includes critical points of decision-making and ways of interacting with those under supervision that have a major impact on this population, and here inequity can thrive. Indeed, many probation and parole agents know they are operating in the largest tier of the justice system community, have been assessing their role with new eyes, and are wondering how best to become worthy allies in America’s fight for racial justice. Given the re-energized call for reform and accountability for criminal justice agencies, a thorough and system-wide exploration into probation and parole policy, practices, and case management decisions must occur. The need for racial justice and equity is as paramount as any other supervision issue we face. Without equity in probation and parole work, justice is not achieved. This leaves a large task at hand for probation and parole leadership, one we must tackle head-on for the sake of true public safety The death of George Floyd in my home state of Minnesota, as well as the deaths of Breonna Taylor, Rayshard Brooks, Daniel Prude, and far too many others across the country, has brought a renewed urgency to the longstanding calls for reforming the criminal justice system. Somewhat surprisingly, even in this “year of racial reckoning” in America, it seems that probation and parole agencies have remained largely immune from the scrutiny placed on other criminal justice entities such as police and prosecutors—at least so far. In reality, probation and parole supervision comprise the largest portion of the criminal justice system, and probation agents like me supervise some of the near 4.5 million people under criminal justice supervision in this country (The Pew Charitable Trusts, 2018; United States Department of Justice Office of Justice Programs, 2020). Community corrections’ size and vast reach means that it exerts meaningful power and responsibility 69 AMERICAN PROBATION AND PAROLE ASSOCIATION and justice. However, we must not lose sight of the power and responsibility that individual officers and agents exert when it comes to reform. As probation and parole agents who care about justice for all and who grapple with the challenges of being agents in the streets and not in conference rooms, we must get down and dirty with how we reform ourselves on an individual level. Bold steps must be taken by justice practitioners if we want to live up to the ethical standards necessary both in this time of racial reckoning and in all our future work. We must not be acquiescent. We must not think that honor is served by merely calling for systemic change alone. Instead, we must work as individuals and members of a team to comprehensively deal with inequities, making personal strides toward justice as well as seeking ways to ensure justice-centered reforms in any part of the supervision process we touch directly. To meet this call, we need individual empowerment for all agents and officers. The concept of taking individual responsibility is a long-held practice in workplace ethics, but the bold and uncomfortable steps many of us must take to start the process of equity building within ourselves will by no means be easy. Many agents and officers may have a visceral reaction upon envisioning themselves taking some of the action steps mentioned below. Even so, if we accept responsibility to our profession and a commitment to justice, our own temporary discomforts cannot and will not stop us. Indeed, even now the various oaths and mission statements many of us operate under generally incorporate the importance of this ethical obligation. For example, the American Probation and Parole Association (APPA) Code of Ethics (2021), made by and for probation and parole practitioners, states, “I will strive to be objective in the performance of my duties, recognizing the inalienable rights of all persons, appreciating the inherent worth of the individual, and respecting those confidences which can be reposed in me.” While not exhaustive, the following list describes ways all probation and parole practitioners can start the process so they can then hit the streets with a new sense of professional responsibility for reform. Each of us Next >