At CCL, our approach to this work has been less about answering the question \u201cWhat is allyship?\u201d and more about reframing that question into \u201cHow can we act as an ally?\u201d<\/p>\n
Fundamentally, when we\u2019re working on allyship, we\u2019re talking about a verb, and not a noun: we\u2019re talking about actions and behaviors that make an impact, rather than a label or a title that gives someone moral credibility or social capital.<\/p>\n
First, it\u2019s important to note that allyship isn\u2019t a single<\/em> action, rather it\u2019s ongoing action itself,<\/i> with a focus on other people, not on yourself. That being said:<\/p>\n Building a strong foundation of knowledge and awareness is the best way to turn allyship from a buzzword into actual, sustainable behaviors that create inclusive environments and build a sense of belonging at work<\/a>.<\/p>\n An example is the decision-making and selection process for teams within organizations. Often, when senior leaders pull together a task force to deal with a challenge, they might lean on those who they know best and may unintentionally overlook others. As an ally at work, you can show inclusive leadership<\/a> and advocate with and for someone who doesn\u2019t get tapped on the shoulder to join the team to ensure that other leaders are aware of that individual\u2019s unique and valuable talents and perspectives.<\/p>\n This question comes up because people are worried about \u201cdoing allyship right.\u201d But if we are treating allyship as an ongoing, constant set of practices, we\u00a0are<\/em>\u00a0going to get something wrong, eventually. Mistakes\u00a0are<\/em> going to happen.<\/p>\n Regardless of where you are on your allyship journey, right now is the time to get used to the idea that allyship is an inherently uncomfortable thing to do<\/strong>. It takes courage, vulnerability, and humility \u2014 both to put ourselves out there on their behalf, but also when we realize we\u2019ve gotten it wrong.<\/p>\n Allyship mistakes happen by those who are even the most well-intended: We may intend to speak out for someone who we think is being treated unfairly, and then later learn they found it offensive that we didn\u2019t let them speak for themselves. Or we may think we\u2019re giving an affirming compliment to someone\u2019s cultural identity, only to find that the impact was that they thought the comment was insulting.<\/p>\n Our\u00a0intent\u00a0<\/em>and the\u00a0impact<\/em> we have on others\u00a0are often different<\/a>, but it doesn\u2019t mean that we give up trying to do what\u2019s right. Leaders learn from their mistakes, no matter how difficult the lesson. In the words of Maya Angelou, \u201cThen when you know better, do better.\u201d<\/em><\/p>\n For people who represent the majority within an organization, allyship in the workplace isn\u2019t just about supporting colleagues from other groups while they\u2019re in the room.\u202fThe meaning of allyship is more about the often-behind-the-scenes work helping\u202fall of our colleagues, specifically those in power,<\/em>\u202fto better understand the systems in place that create differences in power, privilege, and access for our other colleagues<\/strong> \u2014\u202feven when it\u2019s difficult or feels risky.<\/p>\n It\u2019s about helping other leaders in the majority understand why a\u202fdiversity of perspectives and identities<\/em>\u202fadd incredible value to your team. For example, you might share studies that have shown diverse teams drive better business performance<\/a>, and connecting back what is likely in your organization\u2019s mission statement and values. Most often, we find that linking to the business case\u202fand\u202fmoral imperatives<\/a> helps to bring leaders on board.<\/p>\n We\u2019re big believers in the\u202f\u201cIf not you, then who?\u201d<\/em>\u202fapproach in this regard. There is no better space or opportunity for representatives of a majority to serve as an ally and advocate for others than there is within a homogenous organization. <\/strong>Period. Every individual will benefit from allyship in the workplace.<\/p>\n It\u2019s important that allyship in the workplace isn\u2019t just cosmetic platitudes or empty gestures.<\/strong><\/p>\n A common misconception of allyship is that it requires big, public action or loud proclamations of beliefs and values.\u202fBut loudly professing allegiance without taking any meaningful actions of support is merely performative <\/em>allyship.<\/strong><\/p>\n In contrast, true allyship is available in every interpersonal interaction <\/strong>and can be very powerful when demonstrated through quiet, private actions and\u202fbeing a compassionate leader<\/a>.<\/p>\n Organizational initiatives that aim to increase belonging need to include meaningful goals that connect to an organization\u2019s unique culture and values. Real, concrete actions in support of professed values and commitments are key for long-term workplace culture change.<\/p>\n Listening is a key element of allyship. Before assuming you know about someone else\u2019s experience, lean into an active listening skillset<\/a> to truly understand what they\u2019re saying. This includes withholding judgment and approaching the conversation with openness, curiosity, and humility. Stay open to learning from others about their experiences and perspectives, regardless of their title or position in the organization.<\/p>\n When you engage in allyship, you\u2019ll likely find yourself feeling \u201ccalled out\u201d by someone, eventually, for something you said or did. Whether you agree with the feedback or not, we recommend first recognizing the courage it took for someone to give you that feedback, and to use it as an opportunity for reflection and growth. <\/strong>Misunderstandings happen, and there may be opportunity to have a follow-up conversation later. If you are truly well-intended with your actions, the feedback (regardless of whether you fully agree with all of it or not) is worth learning from to have a better impact the next time.<\/p>\n Remember:\u202fDon\u2019t give up!<\/em> Keep trying, because truly understanding what allyship means and how to show it at work is critical for good leaders, no matter their position in the organizational hierarchy, if they want to continue to become\u202fbetter<\/em>\u202fleaders.<\/p>\n While the\u00a0impact\u00a0<\/em>we have as leaders and allies is ultimately what matters, the failure of leaders to even act on their positive intentions out of the fear of perfection is what we find most often holds them back from being strong allies.<\/p>\n Many leaders never \u201cget it wrong\u201d because they\u2019ve never really tried to \u201cget it right,\u201d and have avoided difficult allyship practices such as engaging in difficult conversations and collaboration.<\/p>\n Failing to engage in allyship out of the fear of perfection <\/i>has the same consequences as failing to engage out of apathy: conversations don\u2019t happen, the doors of opportunity aren\u2019t opened, assumptions aren\u2019t challenged, mindsets don\u2019t shift, and systems don\u2019t change.<\/strong> In fact, engaging in conversation and collaboration enables individuals to create connections, build psychological safety<\/a>, and maintain healthy relationships.<\/p>\n In closing, to answer the question \u201cWhat is allyship<\/em>?\u201d we must look beyond just the meaning or definition of allyship or mere awareness of the concept, and instead identify ways that we as individual leaders can move into action and advocate with and for others. And while shifting individual behaviors is key, lasting change requires teams and organizations to make shifts collectively.<\/p>\n Help your organization move beyond awareness of allyship toward taking meaningful actions with customized leadership development training designed to increase emotional intelligence<\/a> in your leaders and a more psychologically safe<\/a> team and organizational culture. <\/em><\/p>\n Through our programs, research, and decades of experience developing leaders around the world, we hear common questions relating to allyship at work. Below are several frequently asked questions, and our answers.<\/p>\n More questions? Our experts are here to help. Let\u2019s have a conversation!<\/strong><\/p>\n![\"quote](\"\/wp-content\/uploads\/2022\/01\/what-is-allyship-quote-center-for-creative-leadership.png\")
<\/a><\/p>\nHow Can I Become a Better Ally?<\/h2>\n
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<\/p>\nWhat Happens if I Try to Be an Ally & I Get It Wrong?<\/h2>\n
What to Avoid When Showing Allyship<\/h3>\n
1. Avoid merely performative allyship.<\/h4>\n
2. Avoid empty platitudes.<\/h4>\n
3. Avoid focusing on positions rather than listening and learning.<\/h4>\n
4. Avoid trying to be a perfect ally.<\/h4>\n
Effective Allyship: Moving Beyond Awareness Into Action<\/h2>\n
Ready to Take the Next Step?<\/h2>\n
Frequently Asked Questions About Allyship<\/h2>\n
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