Cultural competency refers to the process of becoming educated about cultures other than one’s own, particularly those of Indigenous Peoples, Black communities, and other racialized groups. Learning about other cultures can make you a better leader and colleague.
However, before you can truly understand another culture, you must first understand your own, including where you and your family fit within the caste hierarchy of colonial Canada.
This can be an uncomfortable experience for some white Canadians, many of whom have lived without having to think of themselves as belonging to a specific cultural identity. Some Canadians are uncomfortable being called “white,” although they readily refer to others in racial terms, such as “South Asian,” “Black,” or “Indigenous.” Whiteness is an identity too—a position within the social structure of colonial Canada.
Therefore, the journey of cultural competency begins with acknowledging one’s own beliefs, biases, and position within systems of power. This learning is lifelong. For some white Canadians of a certain generation, one of the most difficult parts of this journey may be confronting the historical and ongoing realities of Canada’s colonial violence—such as the residential “school” system, where Indigenous children were forcibly removed from their families and subjected to abuse. The omission of these realities from Canadian school curriculums is one reason why many Indigenous people believe that truth must come before reconciliation.
Cultural safety means an environment in which the most marginalized people feel genuinely valued, respected, and free from harm—not just accommodated or tolerated. It’s about recognizing and addressing power imbalances, so people don’t have to shrink themselves or navigate constant barriers just to exist. A culturally safe space isn’t just welcoming—it actively works to decolonize, redistribute power, and make sure no one is left behind.
Amplifying BIPOC voices is the best way to create cultural safety. This is a way to share power that is tangible. Bringing BIPOC leaders into decision-making roles and ensuring they have authority, not just a seat at the table for optics.
Building cultural safety in an organization is created by changing how an organization operates at a fundamental level. This is another way of saying that the default culture in most organizations is not safe for its employees. This can be a sobering concept to those who have always felt safe at work, but is an opportunity for leaders—especially white leaders—to look at how their privilege shapes their leadership.
Creating cultural safety requires shifting power, addressing harm, and making sure people actually feel safe in the spaces where they work and gather. It’s not easy to do, and it’s not something that can be achieved by taking one workshop or drafting a land acknowledgment. It’s an ongoing process, and it requires people in leadership to be willing to sit with discomfort and change the way decisions are made.
Organizations seeking to create cultural safety need to move beyond cultural awareness to cultural humility. Cultural humility is the recognition not just that one’s experience and worldview aren’t the only worldview, but that their worldview may not necessarily be the best worldview, at least for employees from equity-seeking identities. Interrogate the systems operating internally and ask, “Who is being heard in this organization, and who isn’t?” and “Is there a way to do this that would better support those employees most in need of inclusion?”
For BIPOC leaders, the work of creating cultural safety can look different. Firstly, they must ensure that they themselves are not harmed by the organization that hired them. They may have been brought into an organization for the wrong reasons, and they may be tokenized by the board or by other department heads. Then they have to create spaces that protect and affirm BIPOC staff, including having effective anti-racism policies in place, with real consequences for harm.
And for everyone in leadership—white or BIPOC—there’s a responsibility to build relationships with Indigenous and racialized communities in a way that isn’t extractive. That means being accountable, giving back and ensuring that these relationships aren’t just about what your organization can gain, but about what you can offer in return.
The work of cultural safety is about making sure people feel valued, protected, and supported—not just in words, but in practice. And that requires organizations to be willing to do the hard work of change, not just talk about it.
It cannot be created by Black, Indigenous, or racialized people in the organization, nor can it be achieved from the middle or bottom of the organizational chart. It must come from the top. Without leadership’s active commitment, the organization will fail to create meaningful change in how it engages with racialized staff and communities. Moreover, employees tasked with driving this change without proper support will experience burnout and harm to their mental health.
This dynamic—where a junior employee is assigned the monumental task of “fixing” systemic issues without the authority, resources, or institutional backing to succeed—is common. It is one way that harmful systems perpetuate themselves, by placing the burden of change onto those who are already most impacted by existing power structures, rather than addressing the root causes embedded within leadership and institutional frameworks. Power rarely cedes itself willingly, which is why most organizational attempts at systemic change fail. True transformation requires leadership to relinquish some control, to listen deeply, and to act with humility.
The “E” in DEI stands for “equity,” which is a term often confused with equality, but they are fundamentally different. Equality assumes that treating everyone the same will create fairness, while equity acknowledges that people start from different places due to historical and systemic disadvantages.
Equity in hiring may mean prioritizing individuals with lived experience of marginalization. For many organizations, that’s where the effort stops. True equity, however, addresses barriers faced by employees from equity-seeking groups after they’re hired.
What might this look like? Higher pay or additional time off to recognize the emotional labour carried by racialized employees. Financial contributions to transit costs or childcare. Access to mental health supports that are culturally safe and trauma-informed. Of course, these measures may create discomfort among those unfamiliar with the principles of equity. But targeted support is not favouritism—it’s justice.
Making workplaces more accessible and supportive for the most marginalized employees improves the environment for everyone. The changes implemented to support those who face the greatest barriers often create ripple effects that enhance the overall workplace culture. For example, flexible work arrangements designed for employees with disabilities can also benefit others seeking better work-life balance. Clear communication practices, inclusive leadership styles, and trauma-informed policies not only support those directly affected by systemic inequities but also foster a culture of respect, empathy, and psychological safety for all employees.
When organizations prioritize equity, they create environments where everyone feels valued, heard, and supported, leading to higher job satisfaction, increased productivity, and stronger team cohesion. This is how the quest for equity can benefit the whole organization.
For nonprofit leaders, it’s imperative to understand the barriers that marginalized people face—especially if you don’t have lived experience with those barriers. But this understanding begins with examining your own positionality within the social and economic caste system that Canada was built on. What privileges helped you reach the position you now hold? Many Canadians who grew up as part of the dominant culture are unaware of their privilege, not because they are malicious, but because privilege often functions as invisibility. When the world is designed to affirm your identity, it feels “normal”—and anything outside of that feels like the exception.
Canadian history, as taught in most schools, leaves out significant truths, such as: the full scope of the residential school system, the history of Black enslavement in Canada, and the systemic racism embedded in immigration laws targeting Asian communities. These omissions are not accidents; they are part of a broader strategy to uphold a national narrative rooted in colonialism.
Everyone in Canada lives on Indigenous land. This fact offers an opportunity: to enter into the right relationship with the people whose land you occupy. It’s a chance to understand that what has been presented as “normal” or “neutral” is, in fact, a specific cultural lens shaped by colonialism.
Organizations must go beyond performative gestures. Hire Indigenous and racialized staff in positions of influence—not just entry-level roles. Representation without power is not progress; it’s tokenism. White supremacy isn’t just about numbers; it’s about who holds decision-making authority.
Build robust systems to ensure that equity is embedded in your organization’s policies and practices. This means creating structures that will outlast individual leaders. Boards should integrate equity commitments into their bylaws. For example, the board of Indigenous Media Association of Canada is updating its bylaws to mandate that three positions be held by Elders from the journalism community. This isn’t about meeting diversity quotas; it’s about recognizing the wisdom and leadership that Elders bring to the table.
Indigenous cultures are diverse, complex, and dynamic. There is no one-size-fits-all approach to cultural competency. Seek out opportunities to learn about the specific communities where you live and work. Don’t rely on your Indigenous employees to be your educators—that’s not their job. Their knowledge is valuable, but it’s not a substitute for your own effort to learn.
Cultural competency is not a destination; it’s an ongoing journey. It’s about challenging your assumptions, expanding your worldview, and committing to equity not as a checkbox, but as a practice. Cultural safety isn’t created through workshops or diversity statements. It’s built through relationships, accountability, and a willingness to do the hard, uncomfortable work of transformation—starting with yourself.
This article was written by Eden Fineday, Publisher of Indiginews
