GUEST COLUMN
PSYCHOLOGICAL SAFETY One of the most striking themes from my book is the emotional labour that Black professionals require to stay in the game. Many describe the constant calculation they face: “Do I name what just happened, or do I let it go to keep my job, my reputation, my sanity?” This is not thriving; this is survival. Leaders who want healthier cultures treat psychological safety as a core priority, encouraging open dialogue on difficult issues and responding constructively to concerns instead of punishing them. They openly acknowledge and learn from their own mistakes so that others feel safe to speak up. Business schools have a unique opportunity to embed these disciplines into leadership practice at scale, framing psychological safety as a core competency for managing complexity and innovation. These institutions can embed anti-discrimination into core modules – not just elective ones – so every graduate grasps how inclusive
culture influences organisational outcomes. They can operate as live test beds for inclusive leadership in hiring, promotion and student experience, sharing transparent data and learning. Moreover, they can design programmes with employers that directly connect leadership development to tangible workforce improvements, such as narrowing the ethnicity career progression gap. Ultimately, building organisations where everyone can thrive is not about perfection; it is about direction, pace and honesty. The organisations that will attract the brightest global talent are those that take this agenda seriously and as an enduring strategic priority, rather than episodically. The research in my book shows both the cost of inaction and the transformational impact that occurs when leaders decide exclusion is no longer an acceptable trade-off for comfort. For both current and future leaders, the mandate is clear: broaden your definition of performance to include
equity, tune your ears into those with the least power, ensure progression is open and fair and nurture cultures where speaking honestly is safe. Business leaders also need to collaborate across sectors, so these principles become embedded in both management education and everyday leadership practice. Only then will we move beyond one step forward, two steps back for some groups and towards collective progress that is genuine, inclusive and built for all to thrive.
Marcelle Moncrieffe-Newman is chief people officer at City St George’s, University of London, home to Bayes Business School. An expert in workplace culture, race and leadership, she is also the author of One Step Forward, Two Steps Black: Navigating Anti-Black Workplace Culture
Business Impact • ISSUE 2 • 2026
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