In 1967, Detroit was in ruins due to the economic, social, and racial tensions unfolding across the city. One of the country’s most volatile and devastating riots, the Detroit Rebellion lasted five days. It resulted in over 40 deaths, 300 injuries, and hundreds of buildings and businesses lost to fire and destruction.
At the time, politically, Michigan Governor George Romney and former Detroit Mayor Jerome Cavanagh sought understanding into the riots. Tapped by the powerful political duo, business executive Joseph L. Hudson, Jr. led a group whose focus was to identify what actions led to the riots in July 1967, what had to change, and what steps would lead to that change.
Having worked for over 50 years to bring together business, civic, grassroots, and religious communities, New Detroit now finds itself in a similar arena where business and politics merge to form a blur of jaded lines as America continues to grapple with its issues around race. Heightened by a health pandemic, issues of social justice reform and diversity and inclusion continue to be in the spotlight. For CEOs looking to make a statement, leaders are encouraged to look to the voices and needs of their community.
“I think one way to have more positive impact is to make sure what businesses and business leaders are advocating for aligns with what’s best for the people who they are connected to,” says Michael Rafferty, President, and CEO of New Detroit.
For corporations, maintaining the bottom line becomes standard practice. Moved to take a stance on racism, companies worldwide have shifted gears and began to speak out against inequality for people of color. Rooted in policy and law, the business of race is often a political one.
“I think the two are deeply interconnected as part of a system that impacts and effects each other and it’s services. Businesses fund politicians, lobby for or against policies that affect them, government regulates policies, influence spending, make decisions that deeply impact how business gets done,” says Rafferty. “Businesses and policy makers have a deep responsibility for the lives and wellbeing of citizens.”
Black CEOs across the country are a part of a small but elite group of individuals who excel professionally and run a corporation. Despite their job status, Black CEOs face the duality of serving their community and maintaining brand loyalty, forcing a calculated set of executed moves similar to a chess game where strategy wins. The constant push and pull from the Black population’s push to advocate on their behalf leaves some leaders stuck between racial identity and success.
“Two of the hardest things to be, leadership, being a leader is hard and being Black in
America is hard,” says Rafferty.
Although taking a small portion, the country’s Black CEOs are almost always in the minority. While race is not a determining factor for efficiency, successor leadership is continually a topic of conversation given the tumultuous times of the pandemic and social injustice. Despite stereotypes, the call for excellence over Black leaders in the business sector is mounting but reminding the business realm there is strength in numbers, no matter how small.
“There’s a lot of talent in the Black community. It may not always feel like it when you’re in your corporate bubble and you happen to be one of the few Black leaders in the space but trust me the Black community is complete with talent. Because leadership can be lonely, you don’t have to be alone as a Black leader. We have to acknowledge each other,” says Rafferty.
Race and ethnicity aside, corporations and CEOs are being challenged to act. Though politics is not often the subject of office banter, it is becoming a more widely discussed topic. CEOs seek insight from their corporate peers and their employees to find solutions and actionable steps to take stances on the business of politics.
“We have to listen to everybody. Listen to your community. Listen to the person in the mailroom; just listen. It’s not enough to just hire diversity
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