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Your Diversity and Inclusion Goal Should Be Allyship

September 3, 2020

Over the past few years, the topic of diversity, equity, and inclusion (DE&I) has been amplified by events and movements like #MeToo and Black Lives Matter. Diversity and social justice are reaching new levels within  social consciousness and are beginning to significantly influence business decisions. They have become important factors in how employees and candidates evaluate the attractiveness of employers.

Diversity and InclusionCompanies that focus on fairness and take steps to increase diversity have a better chance of attracting and retaining top talent. Additionally, researchers have demonstrated positive business outcomes for organizations with diverse workforces, especially those with diversity within their leadership teams and board rooms (Hunt, Prince, Dixon-Fyle, & Dolan, 2020). According to a survey conducted by Salesforce (Salesforce, 2017), 80% of business professionals believe businesses have a responsibility to make a positive societal impact, but only 36% reported that their organizations were actively working to achieve diversity. While many organizations would readily admit that they want to focus on DE&I and believe it to be a valuable to the overall health of the organization, they don’t know what to do or where to start. 

Related Article: Getting Serious about Diversity and Inclusion 

When making any large organizational shift, it is important to have a clear vision for the end goal. What is organizational success when it comes to DE&I? There are numerous opportunities to address equity and inclusion within HR processes and decision making, but those changes will not be successful if the organizational values system and messaging are not cohesive.

Each individual within an organization is likely to be in a different place in terms of their understanding, awareness, and commitment to DE&I. Creating a consistent vision and setting expectations will help guide behavior as employees work to support the initiative. A framework that applies nicely to this issue of differing levels of commitment is that of allyship. In this framework, the end goal is to become a true ally for diversity, equity, and inclusion by actively advocating and taking action on behalf of DE&I. Allyship is not a new concept to those familiar with DE&I literature. What we like about this model is that it recognizes that becoming an ally is a journey that starts with awareness and ends with individuals playing a more active role in championing change.

Below, we describe our ABC Model of Allyship and its three phases:  

Appreciates Inclusion  

Allyship begins with an awareness of the issues and experiences of disenfranchised groups. It is an acknowledgement of the differences and an openness to learning. Individuals in this phase are identifying privilege and seeing how it impacts and contributes to systemic bias within society and their organization. Unconscious bias training is an intervention meant to help people begin their journey by raising awareness and alerting them to behaviors that can be perceived as microaggressions. This phase requires some questioning, mental flexibility, and willingness to adjust one’s thinking about the nature of the environment for everyone within it.  

Builds Inclusive Climate  

The second phase of allyship moves from individual awareness and openness to the demonstration of behaviors. Individuals in this phase are helping to build an inclusive environment by gathering diverse perspectives, empathizing, actively listening, communicating transparently, and showing humility and authenticity. These behaviors, especially when modeled by leaders, build an environment of trust and psychological safety. Individuals and teams are more open, creative, and effective when in a supportive and inclusive environment. At this stage, individuals tend to support DE&I within their scope of influence and may feel uncomfortable formally speaking out or challenging organizational policies.   

Champions Change  

The last phase of allyship is one of advocacy. Individuals at this stage take their behavioral commitment to another level. They tend to look for opportunities to affect change formally and informally. To be successful at this stage, individuals need to be courageous, action-oriented, resilient, and willing to commit to large change effort. Organizational change does not happen quickly or easily, but it won’t happen at all without individuals in this phase. Ideally, the entire organization is full of allies, working together because the climate supports all of these behaviors. At a minimum, organizational leaders should all achieve allyship to be able to model, identify opportunities, and use their power and status to push forward changes.  

Creating an inclusive culture and climate is a large undertaking and requires the organization to tackle it by looking at all internal processes and at all levels within the organization. Before embarking on such a change, it’s important to consider where your employees and leaders are within their journey toward allyship. Without allies leading the efforts, organizational messaging and behavior can be incongruent and inconsistent. Additionally, organizational interventions are likely to be received differently by employees at different phases. When choosing interventions, consider those that help move people along their allyship journey. Raising awareness alone is not going to create an ally. Look at the big picture and focus on the activities and initiatives that create allies – allies affect change and that change leads to an inclusive culture. 

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Salesforce (2017). 
The Impact of Equality and Values Driven Business. https://c1.sfdcstatic.com/content/dam/web/en_us/www/assets/pdf/datasheets/salesforce-research-2017-workplace-equality-and-values-report.pdf   

Hunt, V., Prince, S., Dixon-Fyle, S., & Dolan, K. (2020). Diversity Wins: How inclusion matters. https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters 

Amie Lawrence, Ph.D. Amie Lawrence, Ph.D. is the Director of Global Innovation at PSI and an expert in the design, development, and validation of psychological assessment tools. She runs an innovation lab that is responsible for establishing PSI’s assessment technology roadmap and strategy. An integral member of PSI since 2000, Amie has led the development of numerous global assessments, including personality, situational judgment, cognitive, and interactive work simulations.