In recent months, many of us have noticed the rise of aggressive nationalism in the UK. Streets lined with flags may feel like a passing news story to some, sparking dinner table conversations or fleeting social media posts. But for many people of colour, those same flags trigger something far deeper: fear. I don’t use that word lightly — “frightening” is the word many are using to describe how they feel.
Through Together We Rise, a network for career women of colour I run, I’ve heard first-hand accounts of exhaustion, having to identify “no-go” areas, and the constant need to work out how to keep themselves and their families safe. These women say they feel like they are navigating hostile environments before they even arrive at work. These women are not alone.
There is a lot of talk of psychological safety in the workplace, but you cannot feel safe at work if you don’t feel safe overall.
For people of colour, what’s happening now is part of an ever-growing cycle of hostility, whether you trace this back to Brexit, the Theresa May buses telling immigrants to go home or even further back than that. We seem to be stuck in a vortex of hate that keeps getting worse. Colleagues of colour will already have been feeling exhausted, vulnerable and fearful, and the flag flying is just the latest incarnation of how difficult it is to be a person of colour in modern Britain.
What has struck me most, however, is the silence from leaders. Too many are failing to join the dots between what’s happening in wider society and the wellbeing and psychological safety of their ethnically minoritised colleagues.
Leaders’ silence isn’t seen as neutral by colleagues of colour. It lands as indifference. And indifference corrodes trust.
Fear is not just emotional — it’s physical
The science is clear. Fear activates the body’s fight-or-flight response, flooding the system with stress hormones. Short-term, that means impaired concentration, cognitive disruption, and fatigue from being on constant high alert. Long-term, the consequences include memory impairment, hypersensitivity to perceived threat, and changes in behaviour.
For leaders, this isn’t an abstract issue.
If your colleagues of colour are living in fear, it directly impacts their ability to perform at their best.
Even if your organisation has nothing to do with politics or nationalism, their wellbeing is your business. I get it. Many leaders simply don’t know what to do. That’s why I’ve written this article. For practical steps you can take today, read on.
1. Acknowledge and be available
Start by naming what’s happening. A simple acknowledgment that colleagues may be experiencing fear or pain goes a long way. Also, make yourself available at specific times for a chat. Not everyone will take you up on the offer — especially if they don’t have a strong relationship with you already — but the offer itself signals that you care.
It is also important that you explicitly state that your values as a leader and as an organisation actively values diversity.
2. Equip your managers
Managers have the closest relationships with staff, but many feel unequipped to handle these kinds of conversations. Encourage them to find time to listen without minimising colleagues of colour’s experiences. Well-meaning comments like “this too shall pass” are not reassuring — they dismiss lived realities.
Support managers with safe spaces of their own to share experiences, ask questions, and learn what works so they can better support their colleagues of colour.
The role of managers is not easy. There may be those in your organisation who support the rise of nationalism.
Something your managers need to look out for is interpersonal tensions that may arise because of this. If in doubt, it is crucial that your managers get expert advice.
3. Prioritise physical safety
Some colleagues may feel unsafe working in areas where flags are flying. For those in frontline roles, review safety protocols. Could you adjust deployment? Provide counselling or coaching? Train staff on how to respond to harassment or aggression? Do you have reliable systems for checking in on those in higher-risk environments? Have you even identified what colleagues are saying are high risk areas?
These are not “nice to haves” — they’re leadership responsibilities.
4. Create psychologically safe spaces
A sense of solidarity and being able to share experiences builds resilience. But safe spaces don’t happen by accident. They must be held and facilitated by people skilled in creating trust. If you don’t have that expertise internally, bring in qualified facilitators.
A poorly managed session can do more harm than good.
5. Ask, but don’t expect
It’s good to ask colleagues how they’re doing — but never assume they’ll want to tell you everything. Respect boundaries.
The simple act of asking shows you care, even if their responses are brief or non-committal.
6. Engage employee resource groups
If your organisation has employee networks or resource groups, use them as a sounding board. They often sense the mood across communities more acutely than senior leaders can. Ask them what you can do to support colleagues of colour. You may not be able to deliver on every suggestion, but their insights will help you respond with relevance and care.
7. Don’t rely on colleagues of colour to raise concerns
When the racist riots took place last summer, there was real frustration from colleagues of colour that they had to raise concerns and ask for support. Please don’t be that leader. It is important for YOU to be proactive in reaching out, checking in and putting the right support in place.
In conclusion: Silence is not an option
Leadership is not just about delivering results — it’s about creating environments where people can thrive, even in difficult times. Ignoring the current climate makes your colleagues feel you don’t care and that you are indifferent to what they are going through.
Your colleagues of colour are watching. They notice who steps up and who stays silent.
So the question is: what kind of leader do you want to be remembered as in this moment?
???? If you’d like advice on how to hold safe and effective conversations in your organisation, or if your managers need support, reach out to me at [email protected]. We’re happy to help.