I was fortunate to be part of a workshop exploring the interest to nurture the next generation of leadership in the African-Caribbean community.
Recognising that their community’s future was an issue they cared deeply about, 30 people chose to be there. They were all experienced community leaders most over the age of 40 with a few notable young people. We started the workshop with a round of introductions; the depth of experience and the belief with which they spoke was humbling. It was like I had been given access to a community’s internal strength.
What came out early on was the acceptance that the world had changed, that the aspirations of their young people were different and that despite the vast experience in the room, they didn’t have all the answers to the challenges their community faces in the world. That what they had done and why they had done it was relevant to that point in time and that their responsibility now was to “pass on the baton.” To equip their young people with what they needed to meet their needs in 21st Century Britain.
In one discussion a comment was raised “Look at the Asian’s. They are so organised and are able to make things happen for themselves.” I listened for a while, but then I had to step out of my role as a facilitator to share my perspective. That, from the outside it may appear that we are group, yet I, as an outsider to their community felt a similar opinion towards them. We see their voice heard in fields such as sport and politics where there is significantly lower Indian representation. It came as a bit of a surprise to them. External perception is one of the major barriers that prevents deeper engagement and understanding to address the challenges that communities face and the opportunity to address them together.
What struck me through the workshop was the openness in the room. They weren’t sweeping issues into hushed corners, they were clearly acknowledging that issues exists and that proactive steps need to be taken to create the future they desire. That some issues were external which they have some control over but that their internal issues are ones they should take full responsibility of.
This combination of taking responsibility and recognising that they didn’t quite know where exactly to go next created a unique invitation where they are willing to ask open questions to which the spectrum of opportunity is vast.
Recognising that their community’s future was an issue they cared deeply about, 30 people chose to be there. They were all experienced community leaders most over the age of 40 with a few notable young people. We started the workshop with a round of introductions; the depth of experience and the belief with which they spoke was humbling. It was like I had been given access to a community’s internal strength.
What came out early on was the acceptance that the world had changed, that the aspirations of their young people were different and that despite the vast experience in the room, they didn’t have all the answers to the challenges their community faces in the world. That what they had done and why they had done it was relevant to that point in time and that their responsibility now was to “pass on the baton.” To equip their young people with what they needed to meet their needs in 21st Century Britain.
In one discussion a comment was raised “Look at the Asian’s. They are so organised and are able to make things happen for themselves.” I listened for a while, but then I had to step out of my role as a facilitator to share my perspective. That, from the outside it may appear that we are group, yet I, as an outsider to their community felt a similar opinion towards them. We see their voice heard in fields such as sport and politics where there is significantly lower Indian representation. It came as a bit of a surprise to them. External perception is one of the major barriers that prevents deeper engagement and understanding to address the challenges that communities face and the opportunity to address them together.
What struck me through the workshop was the openness in the room. They weren’t sweeping issues into hushed corners, they were clearly acknowledging that issues exists and that proactive steps need to be taken to create the future they desire. That some issues were external which they have some control over but that their internal issues are ones they should take full responsibility of.
This combination of taking responsibility and recognising that they didn’t quite know where exactly to go next created a unique invitation where they are willing to ask open questions to which the spectrum of opportunity is vast.
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