Allyship is commonly framed as a means to mentor and advocate for underrepresented colleagues, yet many actions fall short of effecting real change. Experts suggest that true allyship seeks to address the root causes of workplace inequality rather than merely providing support. This approach identifies the difference between ‘signaling’ support and actively ‘mitigating’ structural barriers that maintain inequality. For example, uplifting colleagues in private does not rectify biased promotional practices. Oversights in effective allyship can lead to disillusionment among those it aims to support. To enact substantial change, allyship must focus on altering organizational structures and practices rather than simply offering affirmation. Recommendations include prioritizing actions that target systemic issues, making allyship context-specific, and ensuring that support creates access to career opportunities instead of just recognition. Following up on past actions is also essential for effective allyship, allowing advocates to learn and adapt their approaches.
👉 Pročitaj original: MIT Sloan Management Review
