b'DAYTODAYDOING YOUR PART FOR RACIAL EQUITYIn a blog for BoardSource, Jim Taylor talks about the challenge of racialequity work, explaining that it demands skills and qualities that seem to conflict: a delicate balance of patience combined with urgency, strength mixed with vulnerability, and grace blended with accountability. To attain a racially equitable organization, he recommends that board members consider the following questions. For people of color:Are you willing to share candid feedback regarding your experience to help your board/organization be as inclusive as possible, particularly if it has historically been whiteled or even allwhite?When you have an opportunity to share your unique viewpoint and apply an equity lens, will you speak up?Are you willing to resist the temptation to walk away when things seem misaligned with your perspective, committing to helping the board deepen its understanding about how race and racism are showing up? For white people:Are you wellinformed and/or willing to cultivate your knowledge and understanding about the systemic issues that impact your clients or stakeholders of color? Are you willing to make changes to the way that your organization/board operates to become more diverse, inclusive, and equityfocused?Are you willing to acknowledge that your previous approach to your mission, work, and the communities you serve may have overlooked a racebased analysis in ways that were problematic or damaging? LEADERS WHO LEAVE A LEGACY Many leaders are judged by how well their organizations do after theyre gone. To create a legacy, author and consultant Adam Bandelli suggests the following guidelines: 1. Cultivate the right mindset. When you work to create a legacy, it becomes less about overseeing others and more about identifying the right people who can step into roles of increased scale, scope, and responsibility. 2. Decide on sacrifices. When building a legacy, thinking and decisionmaking become less about personal or career priorities, and more about developing others. What tradeoffs are you willing to make for the longterm growth of the organization? What improvements would best position the company for future success? 3. Take the initiative. Great leaders are proactive in planning their succession and strategic in how they think about the future and prepare the organization for key transitions. Take time to invest in a strong bench for the future. 4. Prepare to pass the baton. Research has found that 1824 months allows you to work alongside your successor to transfer knowledge, information, and power effectively and seamlessly.Source: Chief Executive 54 WWW.CITYGATENETWORK.ORG JANUARY/FEBRUARY 2022'