Beyond the Surface: Unpacking Competency Checking and the Fight for Equity: An Intentional Conversation with Shari Dunn

Nika White • May 8, 2025

In a compelling conversation between Dr. Nika White and Shari Dunn, CEO of ITBOMB and author of Qualified: How Competency Checking and Race Collide at Work, a crucial dialogue unfolded, shedding light on the systemic barriers hindering equity and inclusion in the workplace. Dunn's multifaceted career, spanning law, journalism, executive leadership, and academia, provides a rich lens through which she examines these complex issues.


Dr. White initiated the conversation by inquiring how Dunn's diverse professional background shapes her approach to equity and inclusion. Dunn eloquently responded, drawing on a Maya Angelou quote about the value of the journey. She highlighted how her experiences as an attorney, journalist, and educator bring depth and a multidimensional perspective to her consulting work, emphasizing the importance of understanding boundaries and adult learning principles in fostering meaningful change.


The discussion then pivoted to Dunn's book, Qualified, and the intriguing intersection of competency checking and race at work. Dr. White, as a woman of color, immediately recognized the significance of this connection. Dunn explained that her motivation for writing the book stemmed from hearing consistent narratives from Black women and other women of color across various industries about the barriers they faced. These experiences, she noted, indicated a systemic issue rather than isolated incidents.


Dunn powerfully stated, "The very first line of the book is that Black women are the canary in the workplace coal mine. And they have been signalling for years that something is devastatingly worse." She argued that the inhospitable conditions faced by Black women ultimately create inhospitable environments for other minoritized groups as well. Her hope for readers is to gain a deep and concrete understanding of the what, the why, the how, and crucially, what to do about these issues.


Dr. White then prompted Dunn to define "competency checking." Dunn explained that it manifests primarily in three ways: the assumption of Black intellectual inferiority (rooted in historical context), the fear of Black leadership and authority (an "autoimmune level rejection"), and the constant quizzing and need for confirmation of knowledge. In essence, competency checking requires Black individuals, other people of color, and women to prove their knowledge at a higher and harder standard to secure, maintain, and advance in their careers.


Challenging the common misconception that the lack of Black representation in certain jobs is due to a lack of qualification or pipeline issues, Dunn presented a crucial counterpoint. She cited data indicating that Black individuals tend to have more education yet are often underemployed, meaning they are in jobs that do not align with their qualifications. This disparity highlights how competency checking acts as a barrier, preventing qualified individuals from progressing. Dunn emphasized that understanding the mechanisms of competency checking is vital for developing practical solutions, like dissecting loan discrimination or redlining to address housing inequality.


The conversation also delved into the phenomenon of imposter syndrome. Dunn offered a compelling reinterpretation, arguing that it is often a misidentification of the impact of systemic inequity. Drawing on the original research on impostor syndrome, which focused on upper-middle-class white women during a period of significant societal change, Dunn suggested that the feelings of insecurity are often a direct result of being in spaces where one is underrepresented and facing systemic biases like competency checking. She powerfully stated, "You have to figure out if the call is coming from inside the house or outside the house? And in the case of competency checking, it's coming from outside the house." By reframing these feelings as a response to external systemic issues rather than internal deficiencies, Dunn advocates for systemic change rather than solely focusing on individual self-talk.


The discussion then shifted to the broader societal backlash against diversity, equity, and inclusion initiatives, using the situation at Harvard University as a case study. Dunn critiqued the institution's initial response to attacks, suggesting that any concession, even the subtle renaming of a DEI center, emboldens those who oppose a just and equitable society. She argued for a firm stance against attempts to outlaw the language of diversity and equity, emphasizing that these efforts ultimately aim to dismantle any initiative supporting marginalized groups. While acknowledging Harvard's eventual pushback against executive overreach, Dunn underscored the complexity of the situation and the need for unwavering commitment to these principles.


Reflecting on how to equip young people to navigate competency checking, Dunn stressed the importance of historical grounding. Understanding that these biases are rooted in historical narratives, she believes, can help young people avoid internalizing these challenges as personal failings. She encouraged them to prepare themselves, build alliances across differences, and constructively call out instances of bias they witness.


In closing, the conversation touched upon the critical role of messaging and storytelling in advancing equity. Dunn emphasized the need for clarity and descriptive language that illuminates the complexities of intersectionality without relying solely on jargon. Drawing inspiration from James Baldwin's powerful and concise articulation of the Black American experience, Dunn underscored the importance of communication that resonates deeply and leaves no room for denial.



This insightful dialogue between Dr. Nika White and Shari Dunn offers a vital framework for understanding the insidious nature of competency checking and its profound impact on individuals and organizations. By naming this phenomenon and dissecting its mechanisms, Dunn provides a crucial step towards dismantling systemic barriers and fostering truly equitable and inclusive workplaces.


Intentional Conversations is a weekly podcast by Nika White Consulting that intersects diversity, equity, and inclusion dialogue with leadership and business. Click here to register to attend the live sessions each Friday from 11 a.m. to 12 noon EST. You may also search   archives to view replays   of past episodes, or you can listen to the Intentional Conversations Podcast on your favorite platform.

Read more from The Human Shift on Substack, where I share long-form essays on leadership, culture, and how we work and live.

Share this Content:

The Weight of Unspoken Expectations - What leaders carry that no one names

By Nika White • May 19, 2026
Not all expectations are stated. Some are felt. You feel them in how quickly you respond. In how prepared you need to be. In how little room there seems to be for uncertainty. These expectations shape behavior—even when no one has said them out loud. Earlier in The Human Shift, Culture is What People Carry Home, we explored how culture is what people absorb. Unspoken expectations are one of the most powerful ways culture is transmitted. A Reframe What is unspoken is often what is most influential. One Simple Practice Ask yourself: “What expectations am I operating under that no one has actually confirmed?” Then question one of them. Question to Consider What might change if you clarified one assumption you’ve been carrying? What This Looks Like In Practice In organizational work, many performance patterns are driven less by formal expectations and more by perceived ones. Naming them creates immediate relief and clarity . In the shift, Dr. Nika White P.S. What expectation are you currently meeting that may not actually exist?

The Tension Between Speed and Clarity - Why moving quickly can sometimes create more work later

By Nika White • May 11, 2026
Speed often feels like progress. Decisions made. Meetings closed. Momentum maintained. But speed and clarity are not the same. Earlier in The Human Shift, The Cost of Constant Readiness, we explored how readiness can create urgency where it may not actually exist. When leaders move quickly from that state, decisions can reflect pressure more than perspective. A Reframe Speed moves things forward. Clarity moves things well. One Simple Practice Before your next decision, ask: “Am I choosing speed—or am I choosing clarity?” If it’s speed, ask: “What would clarity require right now?” Question to Consider Where might slowing down actually create stronger outcomes? What This Looks Like In Practice Many organizations don’t suffer from slow decision-making—they suffer from fast decisions that require correction. Clarity reduces rework.. In the shift, Dr. Nika White P.S. What decision today would benefit from just a little more space?

When Responsibility Becomes Identity - The moment leadership stops being a role and becomes who you are

By Nika White • May 4, 2026
High-capacity leade rs often say: “I’ll take care of it.” At first, it’s situational. Then it becomes habitual. Eventually, it becomes identity. You’re the one who handles things. The one people trust. The one who doesn’t drop anything. But identity-level responsibility is different. It doesn’t turn off. Earlier in The Human Shift, Capacity is not Infinite, we explored capacity as information. When responsibility becomes identity, capacity signals are often overridden—not because leaders don’t feel them, but because they don’t believe they can respond to them. A Reframe Responsibility is a role you hold. Not a definition you carry. One Simple Practice Today, notice one “yes” you give automatically. Pause. Then ask: “If I didn’t see this as mine by default, what would I choose?” Question To Consider Where has your sense of responsibility expanded beyond what is actually yours? What This Looks Like In Practice In leadership development work, one of the most important shifts is helping leaders separate identity from role. When that happens, both performance and sustainability improve. In the shift, Dr. Nika White P.S. What responsibility do you carry right now that no one explicitly asked you to hold?

The Cost of Being the Calm One-When Composure Becomes Your Default Role

By Nika White • April 27, 2026
Some leaders become known as “the calm one.” The one who steadies the room. Who doesn’t react. Who absorbs tension without showing it. It’s a valuable presence. But over time, it can quietly become a role you feel responsible to maintain. Not because it’s always needed. But because it’s expected. Earlier in The Human Shift, The Shift from Bracing to Grounding , we explored how leaders often move into bracing without realizing it. Being “the calm one” can sometimes be a more refined version of the same pattern—holding steady externally while managing pressure internally. A Reframe Calm is not a performance. It is a state that requires support. One Simple Practice Notice one moment today where you feel responsible for stabilizing others. Instead of immediately holding that role, pause and ask: “Is steadiness needed here—or am I used to providing it?” Question to Consider Where has your composure become something you feel you must maintain rather than something you can access? What This Looks Like In Practice Many leaders I work with don’t struggle with composure—they struggle with the cost of sustaining it alone. When shared steadiness becomes possible, leadership begins to feel lighter. In the shift, Dr. Nika White P.S. Where in your leadership do you feel most responsible for “holding the room”?

Sustainable Authority - Authority That Doesn’t Rely On Intensity

By Nika White • April 20, 2026
Some leaders repeat directions often. Others rarely need to.  The difference is not position. It is trust in their steadiness. Authority rooted in pressure requires monitoring. Authority rooted in presence requires less reinforcement. This connects back to grounding, in The Human Shift, The Body Knows Before the Mind Does. When leaders are regulated, direction travels clearly without amplification. Reframe Authority is not measured by force. It is measured by reliability. One Grounded Practice Before giving direction, slow your speaking pace by 10%. Then deliver the message once, clearly and calmly. Consistency communicates confidence more than volume does. Closing Reflection Do people follow your direction because they understand — or because they feel urgency? Contextual Depth Signal Leaders who cultivate a steady presence often find they need fewer reminders, corrections, and escalations. Regulation reduces management load. In the shift, Dr. Nika White P.S. When you give direction, what do you think your team experiences — clarity or pressure?

The Leadership Aftermath - What People Carry After Interactions Shapes Culture More Than The Interaction Itself

By Nika White • April 13, 2026
Leaders often focus on how meetings go. But the greater influence is what happens afterward. What people replay during their commute. What they describe at dinner. What they anticipate the next morning. Leadership is remembered less for exact wording and more for internal experience. Earlier, in The Human Shift, Culture Is What People Carry Home, we discussed how the emotional residue of leadership interactions shapes engagement more than policies do. Reframe Leadership influence continues after the conversation ends. One Grounded Practice After a meeting, pause for one minute and ask: “If I were in that conversation as a participant, how would I feel right now?” Not how you intended. How it likely landed. Closing Reflection What emotional tone do your interactions leave behind? Contextual Depth Signal Organizations often attempt culture change through communication strategies, but emotional experience — not mes saging — is what employees actually carry. In the shift, Dr. Nika White P.S. After a typical meeting with you, what do you think people feel most — clarity, pressure, or steadiness?

When Teams Stop Telling You Things - Silence is a Cultural Signal

By Nika White • April 6, 2026
Leaders often believe transparency exists because information is available. But culture is revealed by what people choose to share — not what they’re allowed to share. When teams withhold concerns, it rarely begins with fear. It begins with small experiences: Ideas redirected quickly Mistakes met with visible tension Questions answered defensively Over time, people learn which conversations require self-protection. Earlier, in The Human Shift, Culture Is What People Carry Home, we explored culture as what people absorb. Silence is one of the clearest indicators of that absorption. Reframe Candor depends less on policies and more on predictability of response. One Grounded Practice In your next meeting, when someone raises a concern, respond first with: “Tell me more.” Do not correct immediately. Do not solve immediately. Signal curiosity before direction. Closing Reflection What information seems to reach you last? Contextual Depth Signal Many culture initiatives fail not because values are unclear, but because reactions teach people which truths are welcome. In the shift, Dr. Nika White P.S. If someone on your team hesitates before speaking, what do you think they’re predicting?

Decisions Made Too Quickly - Speed Often Relieves Discomfort More Than It Improves Direction

By Nika White • March 30, 2026
Not all fast decisions are strategic. Some are relief. Ambiguity produces tension. A quick decision restores certainty — even if it doesn’t improve outcomes. Leaders often experience resolution as progress. But clarity and certainty are not the same. Earlier in The Human Shift, The Stories We Tell Under Pressure , grounding was described as remaining present under pressure. Many leadership decisions improve when leaders stay with uncertainty slightly longer than feels comfortable. Reframe A quick decision reduces discomfort. A clear decision reduces rework. One Grounded Practice When faced with a non-urgent decision, ask: “What additional information might emerge if I waited 24 hours?” Then actually wait. Not to avoid responsibility. To allow discernment to complete. Closing Reflection Where in your work might patience increase effectiveness? Contextual Depth Signal In advisory settings, leaders often discover that many operational “fires” were created by premature decisions rather than delayed ones. In the shift, Dr. Nika White P.S. Which decision right now feels pressing — and what would happen if you gave it one more day?

The Hidden Work of Leaders - Emotional regulation is effort, not personality

By Nika White • March 23, 2026
Many leadership expectations are never written in a role description. Holding tension in meetings. Staying steady when others escalate. Containing uncertainty without amplifying it. We often call these “soft skills.” They are not soft. They are regulatory labor. When leaders manage emotional intensity, they stabilize the environment for others. Yet because this effort is invisible, leaders often interpret their fatigue as inadequacy rather than expenditure. Earlier, in The Human Shift, Culture Is What People Carry Home , we discussed that regulation is one of the primary ways leaders influence what others carry. Reframe Composure is not effortless. It is energy being used on behalf of the group. One Grounded Practice At the end of the workday, ask yourself: “Where did I hold the emotional center for others today?” Then intentionally do one small action that returns attention to yourself — a walk, silence, or stepping outside for two minutes. Regulation requires recovery. Closing Reflection Where have you been calling leadership strain a personal weakness instead of a leadership function? Contextual Depth Signal In executive work, many leaders don’t need more resilience training. They need permission to recognize that stabilizing others uses real capacity — and to pace themselves accordingly. In the shift, Dr. Nika White P.S. What part of your leadership today required the most emotional steadiness? Read more from The Human Shift on Substack , where I share long-form essays on leadership, culture, and how we work and live. [NW

Feedback and the Nervous System - Why Some Conversations Lead To Growth And Others Lead To Silence

By Nika White • March 16, 2026
Two leaders can say the same words and produce entirely different outcomes. One conversation invites reflection. Another produces compliance. A third produces quiet withdrawal. The difference is rarely the phrasing. It is the state of the person delivering it. Before a listener processes meaning, their body processes safety. If tension, urgency, or frustration is present, the nervous system prioritizes protection over learning. The person may nod, agree, or apologize—but understanding has not actually occurred. Earlier in The Human Shift, The Body Knows Before the Mind Does , we explored how the body registers experience before the mind interprets it. Feedback follows that same sequence. Presence communicates before language does. Reframe Feedback is received through regulation before it is received through reasoning. One Grounded Practice Before offering feedback, take 30 seconds to orient yourself to the environment: Look around the room. Name three neutral objects you can see. Slow your exhale once. Then begin the conversation. Grounded delivery increases learning far more than refined wording. Closing Reflection What state are others experiencing when they receive guidance from you? Contextual Depth Signal In leadership coaching, feedback rarely fails because leaders lack clarity. It fails because the emotional tone of the interaction determines whether the brain processes information or threat. In the shift, Dr. Nika White P.S. Think about your last feedback conversation — how regulated did you feel before it started?