The start of a new year is not only a time to celebrate the possibilities ahead but also a chance to reflect on the year(s) past in order to set intentions towards meaningful action. So, inspired by the Ghanaian principle of Sankofa, meaning “go back and get it,” this reflection seeks to remind us that looking to the past equips us with the wisdom necessary to forge ahead with clarity and purpose. By reclaiming what is valuable from history, we can build a path forward that honors shared experiences while creating space for growth.
This moment in history in particular is an opportunity for all of us to better understand our identities—as individuals and as members of broader communities—as well as our roles, to learn from the experiences we have shared throughout the year and our history at large. It is a time to reaffirm our collective commitment to the work ahead, especially in preserving diversity, equity, and inclusion (DEI) amidst significant challenges. Because if not now, then when and if not each and every one of us then who?
In this first piece of 2025, I am sharing some of my personal reflections and calling for us to remain steadfast in our collective action. Drawing inspiration from the Ghanaian principle Sankofa to “go back and get it”, I hope this piece serves as a reminder that we must look to the past and past wisdoms in addressing the present. In doing so, we are able to reclaim what is valuable from the lost knowledge and move forward with clarity and intention.
Life in Retrospect. Lessons Learned in 2024 and Years Past
Throughout 2024, I found myself not only thinking through goals and how to reach them but also reflecting on my life and how it has culminated in the moments of this year. At a personal level, embracing authenticity and vulnerability has been transformative, allowing me to remain committed to my healing and letting go of things and people that do not serve my highest good. And at a professional level, this growth has led me all across the country and even to other countries as I seek to turn my passion for learning and equity into tools for change.
Throughout this process, what I have realized is this: whether we know, wish to believe, or admit it to ourselves or not, our subconscious knows. And we act from that subconscious knowing (Gilovich, Griffin & Kahneman, 2002) in ways that can counter how we present ourselves to others (Festinger, 1957; Higgins 1987). To that end, here are three things that have been brought to my conscious awareness over the past several years:
There is accountability in self-awareness. And with this also genuine self-acceptance. Being “woke” is to be aware of the world, how it works, and one’s position in all that. Like a live action version of the matrix, we each can choose to stay asleep-passively participating in the world’s destruction-or we can choose the road less traveled. The decision to actively engage with how our choices have larger consequences beyond ourselves and those we touch both directly and indirectly is a difficult one requiring constant awareness. It’s learning to be accountable or at the very least choosing to try-offering yourself grace for shortcomings along the way as you reprogram yourself towards a more conscious way of living.
Diversity, inclusivity, and equity are each necessary. And each affects the other. Given that the default in our society is identity-based exclusion (Ashforth & Mael, 1989; Hogg & Terry, 2014; Halbesleben, et al, 2014), without intentional policy and action to undo this, the haves will continue to have and the have nots will continue to not have. This can in part be seen in the history of racial homogeneity of corporate (Delton, 2009) and academic institutions (Barber et al., 2020). Indeed, the needs, specific issues, and input of marginalized people are often pushed to the margins. As such, anything that refuses the ability to repair this is biased towards maintaining this race-based (along with other forms of) exclusion.
Intentional and reciprocal relationships are invaluable. And as we prioritize connections rooted in mutual respect and shared purpose, we create networks of support that strengthen both individuals and communities. As business professionals, scholars, advocates, friends, family, group affiliates and community members, we all play a role in each other’s well-being. The systemic inequities, their persistence and the propensity with which they change depends most certainly on us and our ability to come together in more meaningful and strategic ways.
Building a Better Future. Together.
In its cry for us to recall past knowledge and interactions, the principle of Sankofa also encourages us to revisit our relationships so that we may obtain what is needed of them to grow together in the pursuit of common goals. So even as we look ahead, by honoring the truth of our past, we can better understand the present and together, be and build the change we want to see in the world. Such efforts are most impactful when there is a shared commitment to equity that invites collaboration and encourages diverse perspectives towards reaching this goal. Let these reflections serve as an open invitation to (re)committing to these endeavors, whether through increasing the sharing of ideas, building partnerships, or simply in how we show up for each other. Reach out, share research, insights, and resources that contribute to keeping these conversations and efforts going and the hope for a better future alive and thriving.
By maintaining individual accountability and in grounding our efforts in shared values and actionable strategies, we can ensure that progress is both meaningful and sustainable. So, as we begin this new year, my silent meditation and heart’s prayer is that each of us is walking into this year rejuvenated, with a deepened sense of self, unwavering purpose, and the strength to overcome anything that dares to stand in the way of that purpose. Here’s to courage, community, and the wisdom of Sankofa for the journey ahead.
References
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of management review, 14(1), 20-39.
Barber, P. H., Hayes, T. B., Johnson, T. L., Márquez-Magaña, L., & 10,234 signatories. (2020). Systemic racism in higher education. Science, 369(6510), 1440-1441.
Delton, J. A. (2009). Racial integration in corporate America, 1940-1990. Cambridge University Press.
Festinger, L. (1957). A theory of cognitive dissonance Row. Peterson and company.
Halbesleben, J. R., Neveu, J. P., Paustian-Underdahl, S. C., & Westman, M. (2014). Getting to the “COR” understanding the role of resources in conservation of resources theory. Journal of management, 40(5), 1334-1364.
Higgins, E. T. (1987). Self-discrepancy: a theory relating self and affect. Psychological review, 94(3), 319.
Hogg, M. A., & Terry, D. J. (2014). Social identity theory and organizational processes. In Social identity processes in organizational contexts (pp. 1-12). Psychology Press.
Gilovich, T., Griffin, D., & Kahneman, D. (Eds.). (2002). Heuristics and biases: The psychology of intuitive judgment. Cambridge university press.
