MOVING THE DIAL ON RACE - Chartered Management Institute
MOVING THEDIAL ON RACEA Practical Guide on Workplace InclusionOctober 2020CharteredManagementInstituteRACE
CONTENTS4About this Guide8Supporting People who Face Racism22Terminology26Microaggressions33Building Support40Allyship43Raise Awareness, Knowledge & Skills47Glossary and Extra Reading
“This entire conversation has been an ongoingconversation throughout my lifetime. What matters tome now is when are we really going to move the dial?We have been banging our heads against a brick wallfor most of our lives. The time has come to pull thosewalls down!Delroy Beverley CMgr CCMI, Managing Director ofYork Teaching Hospital NHS Partnership, Chair CMINorth East, Yorkshire and Humberside, and CMI Raceadvisory committee member“
ABOUT THIS GUIDE“I have been overwhelmed by the support we have received fromacross the Chartered Management Institute to develop this guide. OurManagers Voice community shared their experiences of race at workwith the CMI Research team, who analysed the findings with leadadvisor Dr Jummy Okoya FCMI, to generate the evidence we partiallypresent here. The new CMI Race advisory committee members havebeen invaluable as professional leaders and race champions willing togive their time to share their insights. It has been a community effortand I look forward to enlarging and enriching the CMI Race networkas we lead the race at work conversation.Moving the Dial on Race Guide - October 2020“Pavita Cooper CMgr CCMI, CMI Race Chair
The CMI Race network supports peopleto create more equal, diverse andinclusive organisations by drivingchange through professional leadershipand management practices.We understand that to truly move thedial on race will require significant effortsacross society and that the conversationaround race is passionate, emotional,political and often divisive. We recognisethat this guidance alone is not enough butwe are committed to the ongoing workrequired to dig deep into the conversationand support our members.Managers are crucial to institute zerotolerance to racism in organisations inpractical ways. They are key to developinga culture that empowers people toconnect and feel safe to share theirown experiences. At CMI, we draw fromour wide reach across different typesof organisations in different parts of theeconomy to share best practice. This isthe best way we can support leaders andmanagers in all organisations - large andsmall - as they strive to make real changehappen.We have not focused on providing legaladvice but instead best practice thatmight be adapted in the UK and beyond.However, the Equality Act 2010 sets legalrequirements for people and employersin the UK. Guidance for employers isavailable from the Equality and HumanRights Commission (EHRC) on how tocomply with equality law and implementgood practice in all aspects of employmentincluding recruitment, pay, working hours,managing staff and developing policies.Acas provides support on disciplinaryand grievance procedures.Managers who have spoken to their teamabout their organisations response to theBlack Lives Matter movement.Proportion of managers who hadconversations with their team about racialjustice and equality in society.“When the Black Lives Matter movementgathered pace earlier in the year,colleagues asked for support ingarnering views on how to respondwith a commitment to ongoing actionto progress an anti-racist movementand culture. It remains early days and itdepends on people’s involvement andwhether there is a momentum and acommitment to continue to evolve ananti-racist culture. I recognise the fear insome colleagues, none have approachedme first. But I remain hopeful.Managers Voice Respondent“The series of shocks and tragic eventsin 2020 has sparked conversations,heightened awareness and renewed acommitment by many organisations tomake their workplace more equitable.5
SIX STEPS FOR BETTER MANAGERS TO MOVE THE DIAL1SUPPORT PEOPLEWHO FACE RACISM 2 Prioritise anti-racismLead with empathyEducate themselvesCreate safe spacesEncourage true identities at workPractical step: schedule aconversation with colleagues whoface racism to better understandtheir experiences and agree how theconversation might best continue.3END MICROAGGRESSIONSAT WORK Understand each typeof microaggressionRespond every time younotice themDiscern the nuancesDisarm aggressorsDefine the problem toaid reflectionPractical step: train your team tounderstand microaggressions andensure all staff are clear on zerotolerance to racism and howincidents will be addressed.Moving the Dial on Race Guide - October 2020LEARN HOW TOTALK ABOUT RACEDon’t generaliseBe specific and accuratePut people firstAvoid acronymsKeep up with evolvingterminologyPractical step: commit timeeach week to learn more aboutanti-racism.4BUILD SUPPORT Facilitate small groupconversationsReassure people whoshare their experiencesPraise people whoactively listenConfirm that there willbe no ridiculeCommunicate howvital diversity isPractical step: create or joina network to enable people toshare, learn, make mistakesand deliver clear outcomes.
5RAISE AWARENESS 6 RAISE SKILLSBecome a race championBe intentional on inclusionPromote curiosity in your teamPractical step: re-examinerecruitment and promotionprocesses to ensure they arefree from unconscious bias andthat short lists are balanced. Invest in training onDiversity & InclusionCommunicate the value ofthis training with yourorganisation & employeesEnsure that training isflexible and skills gainedare adaptablePractical step: ask abouttraining for you and your teamand seek a long term solution.See how CMI could help.MANAGERS MUST BE BETTER ALLIESReetu Kansal CMgr FCMI, Senior Project Manager, University of London andCMI Race advisory committee member suggests:STOPSTARTCONTINUE- Being a bystander to microaggressions and any acts of exclusion- Being afraid to speak up because you fear using the wrong words- Thinking that your actions will not make a difference- Learning about racial inequality- Using positive language- Understanding and dealing with the emotions of privilege- Listening to your colleagues to embed inclusion andactive anti-racism- Championing racial equality on an ongoing basis - notjust around Awareness Days & Events- Collect data (e.g. through surveys) on staff experiencesand use this to review progress & actively address issues7
SUPPORTING PEOPLEWHO FACE RACISM“Hearing the lived experiences and personal insights of colleagueshas raised awareness, as have blogs and historical reporting. Openlytalking about inclusion has made a difference, supported by consistent,visible leadership.Managers Voice Respondent“Moving the Dial on Race Guide - October 2020
5 WAYS TO A MORE SUPPORTIVE ENVIRONMENTIn order to support employees who encounter racism, leaders must educate themselves onthe complexities of racism and prioritise anti-racist policies and behaviours.13EDUCATEyourself and others onracism and privilegeLEADwith empathy524CREATEsafe spaces for employees whoencounter racism to talk about itPRIORITISEanti-racism at workENCOURAGEemployees to be themselves and tobring their ‘whole self’ to workTERMS OF RACISMRACISTNON-RACISTViewing a racial groupas culturally or sociallyinferior is racism.Trying to assumeneutrality as a ‘nonracist’ results in beinga bystander to racialinequities.Marginalising peoplebecause of this is racist.Sometimes racism isobvious but at othertimes it is subtle. Thismakes it rife and oftendifficult to measure.Saying “I’m not racist”does not prevent racism.You may trust inprocesses and policies,but if you don’t look forways to actively root outracism within them, thenyou may be inadvertentlysupporting racism.ANTI-RACISTTo be anti-racist is toproactively uphold theidea of racial equality.Anti-racism is a systemthat promotes thecreation of policies,practices, andprocedures for racialequality.Being anti-racistrequires activeresistance to anddismantling of thesystem of racism.9
START WITH DATA, SUPPORT EMOTIONS AND FLEX YOUR STYLEAquilla Cozzella, Delivery Director and Chair of Diversity & Inclusion,Corndel, and CMI Race committee memberAquilla Cozzella describes dataas the starting point for leaderslooking to create an anti-racistorganisation. “It is really importantto start by carrying out an exercisewhich looks at the data. I work in anenvironment where the majority ofthe workforce identify as White. Evenbefore the pandemic, around 95 percent of our workforce worked fromhome and so the lack of racial andethnic diversity was less noticeable. Itwas initially quite shocking to see thedata. Having to share that back to thebusiness was uncomfortable, but it isso important to be driven by the datain order to see real, lasting change.“The organisation I work for isamazing. We are open to change,eager to evolve. The death of GeorgeFloyd spurred us on to recognisewhat we were as a business andwhat we wanted to achieve. Weacknowledged the disparity betweendifferent demographics and looked athow that compared with the nationalstatistics. Only then were we in aposition to explore where we wantedto be, and how best to get there.As we started to consider ‘whatcan we do about it?’, we made afundamental decision to first createa safe space to talk about thingsand actually be willing to beuncomfortable. We started theMoving the Dial on Race Guide - October 2020conversation through an onlinegroup exercise designed to helpus move from a ‘safe space’to a ‘brave space’. Sharingexperiences of racism and Whiteprivilege can be incredibly difficult.Creating ground rules collectivelyis advisable but aim for ruleswhich open up, not shut down,discussion, sharing and learning.I was appointed as Chair ofDiversity & Inclusion in July2020. I decided together withmy colleagues that the bestmodel to use to drive inclusivityand sustained change was theappreciative enquiry model.” Define the purpose and focusof the inquiry through teamcollaborationDiscover others’ experiencesof the firm when it is workingat its best, identifying theorganisation’s strengths andhighlighting what is alreadygoodDream a joint vision,articulating aspirations forthe firm based on identifiedstrengthsDesign supportive systems andstructures to fulfil the dreamDeliver implement thesupportive systems andstructures.
We looked at the feedback data andgrouped together themes. We createdtask groups for each theme and thenI appointed task group leaders. Fromappointing these leads, we couldpromote and talk about equity atwork, racism, diversity and belonging,what we were lacking as a businessand what we would like to havehappen.The great thing is that we are usingthe skillsets of colleagues who canfacilitate good conversations, ensuringthat everybody has a voice. We’realso challenging people who do notbelieve in unconscious bias andmicroaggressions. Sometimes asubtle approach is all that’s needed;sometimes a more direct approach– it’s about flexing your style.”We also champion what we are doingparticularly well and try to make thatpart of our everyday society withinthe workplace. I now also hold amonthly meeting open to the entirebusiness during which we’ve so farhad breakout room sessions; useda TED talk by Hip Hop artist, writerand historian, Akala; talked aboutmicroaggressions and unconsciousbias; and referred to the conceptof Dr Ibram X Kendi, which talksabout how to become an anti-racistorganisation.The transformative action of becominganti-racist is to recognise the structuraland systemic inequalities that arebuilt into apparently fair, meritocraticprocesses, policies and practices. Atthe same time, we are individuals withthe responsibility and voice to enactchange on an individual level and as acommunity.Follow Aquilla’s work atCorndel on LinkedIn.I gave a disclaimer, bringing mentalhealth into our conversations andhighlighting some of the emotionsthat people would likely feel. Areminder of our Employer AssistanceProgramme services, because whenconversations are open and honest, arange of raw emotions are awakened.“Do not stop this wave of discussion and communication. This is anunderlying problem that has never been dealt with and will need along term plan for years to come.“Managers Voice Respondent11
White privilege describes theadvantages people have asa result of systems createdmostly for and by Whitepeople. These advantages canbe unfair opportunities at workand in wider society. Privilegeis the flip side of discrimination,so it is vital to be aware of howprivilege and power play out.Privilege can be used positively to helpdismantle the walls that people fromdiverse ethnic groups can come upagainst in workplaces and society: Put in the work to look at yourorganisations and wider society fromfresh, new perspectivesConsider your privilege and how it canbe used for positive changeChampion racial justiceListen and learn with humilityYou may have also heard the term ‘Whitefragility’. This is when White people reactdefensively or look to place blame whenmatters of racism, injustice or privilegeare raised.“I have had White colleagues voice theirWhite privilege to me and mention thatthey never had experienced what I,and some other people from diverseethnic groups have experienced. Thiswas interesting because what mattersis what people then do about it. One ofthe colleagues has gone about businessas usual, benefitted from a recentpromotion and now some time haspassed since the conversation withoutvisible action. So was this basically selfpromotion and virtue-signalling? Maybe,maybe not. The other colleague hascontinued to advocate allyship, reachedout for catch-ups and has extendedtangible support to the race agenda.So action is paramount!CMI Member““PRIVILEGE ANDTHE WORKPLACEIn an EDI Working Group meetingwe held here at The Children’s Trust,a White manager was stunned tohear about the microaggressionsand offensive comments that a Blackcolleague was experiencing on a weeklybasis. “This is a clear example of myWhite privilege, because it’s like you’redescribing a different organisation tome - this is not my experience at all. I’vebeen completely unaware of this andhow often it happens.” It has highlightedthe vastly different experiences of Black,Asian and diverse ethnic members ofstaff to their White colleagues. Whiteprivilege is not having to manage oreven be conscious of an undercurrentof hostility in your working life based onyour race or ethnicity.Dalton Leong CMgr CCMI, ChiefExecutive, Children’s Trust, CMI Raceadvisory committee member“Moving the Dial on Race Guide - October 2020
“My firm has instituted a ‘reverse mentor’ program to help our seniormanagement team learn from those whose background and experiencesmay be different from ours. The Black female associate who functions inthis capacity for me has impeccable credentials, a strong work ethic, andexperience working in an industry segment that is one of the strongest andmost active in our firm.As a result of her stint in the corporate world, she is slightly more maturethan the average associate and far more confident. Her sales skills aresuperb; her arguments are well reasoned and unassailable, and herpresentation style is professional and well received by clients. Yet she isbeing woefully underutilised. Despite asking repeatedly to be allowed towork on matters for which she is well qualified, she is constantly beingshunted to pro bono work, being ignored when she asks for work todevelop her skills, or being put on other work that does not lead to thekind of profile deemed necessary for partnership.I remember being a new associate many years ago and asking for additionalwork in an area that I found interesting. I was given plenty of it, and iteventually resulted in my being transferred permanently into that practice,where I have had a lifetime career. I see so much of myself in her. But I amWhite and she is Black, and it is clear to me now that White privilegeexplains the difference in how I was treated and how she is beingtreated. I can’t change my history, but I can acknowledge that I had anadvantage that my associate doesn’t have, so I am working to put my‘thumb on the scale’ for her - and others like her - who just need help to beseen for the talents that they are.To get my colleagues to put this talented and hardworking associate on theirteams, I have written a memo to each of the key partners on a current biglitigation project, outlining the reasons I believe this associate can make avaluable contribution to their matter. I will continue to put her forward toall the leaders of projects for which she is qualified - and there are many.If this approach doesn’t work, I will call my partners personally and ask why.“CMI Member13
A DIFFERENT WAY OF THINKINGSimon Blake CMgr CCMI, Chief Executive, Mental Health First AidEngland and CMI Race committee memberSimon Blake CMgr CCMI, says thebiggest issue he is faced with asa leader seeking to create an antiracist organisation is that “there isn’ta single thing that we have to do thatdoesn’t require us to rethink it.”“There are some things which justneed doing and there are somethings which are going to take a bitlonger. It’s about finding that balanceof pace to demonstrate momentum,but get things done well andrecognise that this is not somethingthat we are going to fix in a very shortamount of time.”Then there is the question of howto ensure that you adopt a zerotolerance stance. For Simon that“includes a set of non-punitivelearning opportunities, which istrue to your commitment.but alsorecognises that not everybodyunderstands, because they havegrown up in a structurally racistsociety.”“We’ve focused on privilege asmuch as on racism so the otherthing that we’ve talked a lot about isMoving the Dial on Race Guide - October 2020what should I be doing as the chiefexecutive? What should I be doingas a White senior leader? We talka lot.”Simon feels it is important that he,as chief executive, is the executivesponsor. “We talk in the team alot about the positions of powerwe hold, but also the power onthe basis of my Whiteness or oftheir racial identity. Having thoseconversations all of the time isquite powerful.” Simon suggeststhat leaders consciouslyconsider their positional powerwhen making decisions and thinkcarefully whether they can shareor offer their platform to others. It’sabout “ceding the power base,which is sometimes the moredifficult case.”For Simon “it’s all part of ourpublic commitment both inside andoutside the organisation, becausewe’ve put ourselves into aposition of accountability andscrutiny.”
CONSTANT REINFORCEMENTAnti-racism at work is an ongoing duty that requires constant reinforcement. Forexample public services such as transport and healthcare post caution signs reminding usersthat abuse or violence towards staff will not be tolerated. Managers and leaders should lookat how their organisation reinforces health and safety at work and give equal importance tocommunicating zero-tolerance to racism and commitment to anti-racism.ACTIONS TO TAKELEADERSMANAGERS Ensure that time is allocatedso that communications cantake place.Plan training or coaching to ensure thatline managers have the skills needed tocarry out face-to-face discussions at alllevels within the organisation.EMPLOYEES Involve workers or their representativesin planning communications activities.Are workers able to give feedback andreport their concerns?Have you considered groups ofworkers with potentially traumatic livedexperiences or additional support needsin your communications plans?¹ Formulate plans for cascadinginformation, considering how you willget messages across to all staff in alllocations.Think about what needs to becommunicated and to whom. How willyour zero tolerance to racism policy andanti-racism commitments and initiativesbe shared?Lay out clear communicationsprocedures for reporting racismand consider extending this tomicroaggressions.Plan your communications withstakeholders. Who will coordinate thisand how?Ensure that communication is includedin change management procedures.Ensure that written communications areclear, consistent and up to date.Ensure that anti-racism messageshave been given attention and areunderstood.¹ Adapted from advice on communication by the Health and Safety Executive (HSE)15
RAISE AWARENESSZaheer Ahmad MBE, Head of Strategic Delivery, Diversity &Inclusiveness, EY (UK&I) and CMI Race advisory committee memberZaheer Ahmad MBE, says “the firstand key point is raising awarenessof the challenge that ourworkplaces and our society faceon racism. So raising awarenessis at the heart of any organisationaspiring or aiming to create thatanti-racist culture.”“Some people don’t believe thatracism exists in their organisation.They believe that because of theircode of conduct, because of theirpolicies, because of their values,they are almost immune from being aracist organisation.”Part of raising awareness is to“challenge the perception thatbecause recent events have takenplace in the US, that it is a US issueand not a UK issue at all. Or if it is aUK issue, it’s not on the scale as theBlack community claims it to be - soit’s a small matter not linked to theirorganisation.Moving the Dial on Race Guide - October 2020“Once we raise awareness wecan shine a light on systemicracism and bring it to life, to theindividuals who have the power,the influence, the clout to changethe systems.”Zaheer says that the lack ofrepresentation in senior ranksmeans work to raise awarenesswill continue for a period of time.“To put it very simply, if we havemore diverse leaders, thebehaviours change, the culturechanges.”
Donna Catley, Chief People Officer, Compass Group, UK & IrelandLISTENDonna Catley advises thatorganisations must listen to all staffand for the large food servicesbusiness it is critical to listen tofront-line staff: Are their managers supportive? Do they know what it takesto ‘get on’ and where theopportunities are to develop?Compass Group UK & Ireland usesemployee surveys and listeningforums and makes sure they areasking the right open questions.Responses then inform the actionsand the process repeats as aniterative cycle.As a large organisation that employstens of thousands people, theyare targeted and thoughtful in howthey encourage people to join thebusiness. To improve ethnic diversity,they consider where to hire and studytheir selection choices and practicesclosely. In particular they focus effortson training the approximately 6000unit managers on equality, diversityand inclusion best practice, carefullyequipping them with the right skillson managing diverse teams and fairrecruitment practices. Leadershipprogrammes, mentoring, activelymanaging career paths and checkingpersonal development plans are upto date are also important actions,but in the end “it all comes back tolistening.”17
Cindy Rampersaud CMgr CCMI, Senior Vice President, BTEC andApprenticeships, Pearson and CMI Race advisory committee memberCindy Rampersaud CMgr CCMI,says “the key issue is for people,leaders and organisations tohonestly acknowledge that there isa problem.There has been a spotlight on otherequality, diversity and inclusionissues, including sexuality, disabilityand gender, although there is stillmuch more work to be done on these.Race has taken so long to get tothe table for discussion.In terms of culture it’s about dignity,respect and inclusion - both on ahuman basis but also for the businessbenefits to be gained from diversity.It’s about setting expectations aboutbehaviours - what’s acceptable what’snot acceptable.Data matters, absolutely - but equallyso does culture. You have to createa safe space, you have to givepeople a reason to trust in theorganisation, that the organisationwill act on all issues raised.It’s also about allowing people tofumble and have uncomfortableconversations. For example, in arecent meeting a leader raised anhonest question and was clumsyMoving the Dial on Race Guide - October 2020with terminology, but it was clearthey were trying to learn. Theywere demonstrating empathy anda sense of their own vulnerabilityby asking this question, howeverclumsy it may have been.”On a personal level Cindy hasactively sought out and pulled uptalent, being conscious to look forpeople with potential from diverseethnic groups. Cindy believesin and practices sponsorship,as well as mentoring. In factthis takes up a huge amountof her time but she sets aside30-minute conversations to listenand understand, but also to helppeople to shine and have a voice.Overall, “it is impactful to be bothbrave and civil in conversations”.Cindy gave the following example:when discussing a potentialroundtable for women with otherleaders, she suggested they alsohold one for young Black men,who were underrepresented.It was about challengingappropriately, it was politelybringing the conversation backto race and representation. Itis important to keep race infocus, bring people on board
and on side, because this isabout accountability and workingtogether - not blame, which wouldhold efforts back.Fundamentally it is aboutencouraging the right culture;this is the most impactful actionthat leaders can take. Cindyis proud of John Fallon, CEO,Pearson, and his statementacknowledging systemic racism inhis organisation. At Pearson thereis underrepresentation of Blackand Hispanic groups in the US,and Black groups in the UK. Sothey set up a task force comprisingCindy, four secondees andAmaechi Performance Systems.They worked on four pillars;people, product, society, anddata. They held global and locallistening sessions, providedtraining for senior leaders,developed a new editorial policyand looked back on previouspublications, developed a newcode of conduct, and offered theUS election day as a holiday (inorder to increase representationalvote turnout). They also introducedvolunteering days, publishedrepresentation data, and settargets. Employee ResourceGroups (ERG) developed newprograms, including the McKinseyBlack Leadership Academy.They developed a plan to reinforceand sustain this work, to be rolledout over the next 12 to 18 months,and are recruiting a chief diversityofficer to ensure successfuldelivery.Cindy offers some advice for howlarge and small organisations cancollaborate. Large organisationscan share resources and bestpractice, make available someof the toolkits and support theydevelop. Small and mediumbusiness leaders could getinvolved more on sponsorship ofthose from diverse ethnic groups.It’s also important and relativelystraightforward to create or updatetheir code of conduct and thesmall business or organisation canuse a simple set of criteria to helpchoose their partners and whothey work with.Another key area isapprenticeships, “it’s importantto hold organisations to accountby publishing data focusing onrepresentation. Crucially for smallmedium enterprises, they shouldn’thide behind being small andshould certainly look at whetherthey are representative of theircustomers and society.”19
WHAT ARE THE BENEFITS OF EMPLOYEE RESOURCE GROUPS?Jan Gooding, Non-Executive Chair of Given and PAMCo, President of theMarket Research Society and CMI Race advisory committee memberWhile Global Inclusion Director at Aviva,we established six Employee ResourceGroups (ERGs) including one we called‘Origins’. All our ERG’s were co-chairedwith a gender balanced partnership ofcolleagues who put themselves forward forthese leadership roles and were elected bythe members of the ERG. This gave themthe opportunity to set out their vision for atwo year period which the members of thenetwork effectively endorsed through thevoting process.We felt it was important to give agency toemployees to choose their leaders and theareas of focus rather than cajoling specificvolunteers to do it. Each ERG was awardeda budget to get going and we agreed withthe board that the chairs would be allowed3 days per month to work on this withinworking hours. Not surprisingly at the starta lot emphasis was placed on events aspeople wanted to get together to talk andshare knowledge and experiences. It’simportant to really emphasise that ERG’sare doing legitimate work that is helping tochange the culture of the organisation soyou’ve got to honour the people who do it.Having board level agreement to the timeMoving the Dial on Race Guide - October 2020involved in leading a network helpedaddress any resistance from middlemanagement with respect to allowingtheir staff time within working hours.As with all the others, we broughtin a relevant specialist to helpus work through our approach toestablishing Origins, in this instancethey had particular expertise in raceequity and ERG’s. From the outsetengaging existing staff from Black,Asian and diverse ethnic groupsand persuading them to get involvedand share their experiences ofracism at Aviva was a challenge.More so than with the other ERGgroups tackling the dimensions ofage, sexual orientation, gender,disability and carers. It took a lot toget people on board and was mainlyachieved through word of mouth, asemployees sought each other’s viewsand support to build their trust in theinitiative.We had to be thoughtful in how wecreated space for this conversation
Dr Jummy Okoya FCMI saysthere are many benefits in creatingemployee resource groups (ERGs).They serve as a forum for connectingemployees together and act as a bridgebetween senior leaders and employees.and it was quickly made apparent thatthe first honest conversation should befacilitated by our specialist consultant.They then formally reported back tome and my team, with the consent ofattendees as to what would be shared. Iwas shocked by the feedback I eventuallyreceived which I think is probably notuntypical of anyone who elicits listeningconversations in this area. However,the consultant provided the feedbackwithin the context of a framework foraction to help us follow up on the widerange of issues that had been surfacedby the exercis
and I look forward to enlarging and enriching the CMI Race network as we lead the race at work conversation. Pavita Cooper CMgr CCMI, CMI Race Chair " " Moving the Dial on Race Guide - October 2020. 5 The CMI Race network supports people to create more equal, diverse and . SIX STEPS FOR BETTER MANAGERS TO MOVE THE DIAL 1 SUPPORT PEOPLE .
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