When Hate Spills Into Workplaces - A Leaders Guide
The past week has been heavy. A far-right rally in London drew over 120,000 people and left dozens injured. Hate crimes are becoming daily headlines across the country and we're hearing horrific stories of targeted attacks and assaults on anyone who doesn't "look British" with violence encouraged. Levels of anti-Muslim hate were already at record levels in the UK before this weekend, which have now been given new permissions by high profile, powerful men and women telling people to 'fight back' against it. It's deeply upsetting and unnerving times for anyone feeling targeted in some way.
In the conversations I've been having with leaders during this period I know that they are feeling paralysed, upset and unsure of what to do next. I put this guide together to support you with some specific actions you can take.
1. Name it clearly
Silence or vagueness create more fear. Language like 'current events' or softening of what took place risks minimising harm and leaving staff feeling unseen.
Temptation: “Following this weekend’s protest in London…”
Better: “Following this weekend’s far-right rally in London, where anti-Muslim and anti-immigrant rhetoric was central…”
Temptation: “In light of recent unrest / events…”
Better: “After the far-right rally and recent hate crimes targeting Muslim, Sikh, and migrant communities…”
Temptation: “These are divisive times, with strong feelings on all sides…”
Better: “These are dangerous times, with hate groups gaining visibility. We stand clearly against racism and identity-based hate.”
Temptation: “Large-scale demonstrations took place…”
Better: “Large-scale far-right demonstrations took place, openly spreading anti-Muslim and anti-immigrant messages.”
2. Re-state your anti-racism stance
Don’t assume people know where you stand. Say it plainly:
Zero tolerance: Racism, anti-muslim hate, antisemitism, xenophobia, or “banter” at someone’s expense are not acceptable here
Not just inside: This applies in client meetings, supplier relationships, public-facing work, and informal channels like WhatsApp
Freedom of speech ≠ hate speech: People are free to disagree on politics, policy, or ideas. But speech that attacks someone’s identity - their race, faith, culture, or belonging - is not “free expression.” It is harassment. It undermines safety and will not be tolerated
What this looks like in practice right now:
Calling out racist jokes or slurs in meetings
Backing and supporting staff if they need to disengage from hostile clients or members of the public
Protecting time and space for prayer, reflection, or community needs
Taking action on any reports, and supporting people to raise concerns
This is a moment to use your values to explicitly link them to behaviours that support anti-racism:
Respect → no jokes, memes, or comments that demean identity, anywhere
Inclusion → staff must feel safe to pray, speak up, or show their full identity without fear
Integrity → leaders step in when boundaries are crossed, even if it’s awkward
3. Make support and reporting simple - wherever people are
When racism or identity-based hostility shows up, staff need two things immediately: a clear route to report it and reassurance that they will be supported, whatever their role or setting:
Who to go to: Name 1–2 people staff can contact, with direct details
What happens next: Every report is acknowledged quickly with clear next steps explained
How to find it: Reshare the reporting process. Don’t expect staff to dig through manuals or policies
Build trust: Show the system works by sharing anonymised updates, e.g.:
“Last month, racist language was reported in a group chat. We investigated, addressed it with those involved, and put new safeguards in place.”
Make sure that staff feel supported across the different contexts of their working environments:
Public-facing staff: Use a buddy system. They are not expected to tolerate hostility. If it happens, they can disengage and will be backed
Remote or isolated staff: Proactively check in. Silence can feel like neglect
Hybrid teams: Apply the same safeguards consistently across virtual and in-person settings
Client meetings and external partners: Prepare staff that hostility may arise. Make clear they are not expected to manage it alone or smooth it over awkward or harmful moments unsupported
Provide a clear escalation route if a client, supplier, partner or volunteer crosses a line
Back staff visibly in the moment where possible, so they see the organisation hold the boundary
Re-state your standards with partners, and disengage if necessary
4. Equip and support your people in daily practice
Leaders need to avoid falling into the trap of making this a one time statement, and instead build in regular habits and moments that show this is part of an ongoing strategy to ensure safety and belonging at work.
Informal spaces: Issues can show up first in WhatsApp groups, Slack threads, or side chats. Set the expectation: “Our values apply everywhere we communicate.” Make clear these spaces are covered by reporting routes too
Language for the moment: Staff often freeze when something happens. Give them short boundary-setting lines they can use immediately:
“That language isn’t acceptable here”
“We don’t use that term in this organisation”
“I need to pause us here, this crosses a line”
Allyship that is safe and doable: Encourage three safe ways to act:
Interrupt (if safe): Call it out or redirect it to a manager or leader. Remind teams that new permissions for hate can start in seemingly small ways. If it doesn’t feel good, we need to nip it in the bud
Support those targeted: Check in with the person targeted. This is a critical aspect of allyship and many people need reassurance of the support of their colleagues
Report: Encourage teams to use the reporting route. Reassure staff that allyship means working together to build a culture of belonging
Manager check-ins: Equip managers to hold supportive check ins:
Do they have what they need to hold supportive conversations?
Do they feel confident to support those who need it?
How can you help them to ensure they are listening, not minimising, and offering adjustments or other support that might be needed?
5. Create space for dialogue
Moments like this leave people carrying fear, anger, and uncertainty. If leaders don’t provide spaces to process and connect, those feelings often spill into whisper networks or silence. A structured space shows that you are listening, that people’s experiences matter, and that safety is a shared responsibility.
What this looks like in practice:
Hold optional listening circles over the coming weeks. Ensure they are facilitated by someone trusted and skilled.
Set a clear purpose:
Name impacts: Allow staff to share how the current climate is affecting them
Surface needs: Identify what support, reassurance, or safeguards people want from the organisation
Agree safeguards: Discuss practical steps to protect people, whether in meetings, client work, or informal spaces
What it’s not:
A political debate. These sessions are about workplace safety, solidarity, and care, and not proving or defending positions
A one-off gesture. Circle insights should inform concrete actions (e.g. updating guidance, visible follow-up from leadership)
What else can resource your leadership?
Look out for a link to the recording of this conversation, which we’ll be sending in the next week. Or email us directly.
You can read our reflections on leadership in authoritarian times here.
You can sign up to our More Than Words self paced anti-racism programme.
It’s designed to help people and teams practice the self awareness, compassion, courage and empathy that's needed to build anti-racist cultures in 2025 and beyond.
