Male Allies: Gender Diversity, Equality & Equity

The concept of male allyship is not new, albeit perhaps not universally understood. I would like to think that most men believe in the need for greater gender diversity and parity. However, as men, we might not recognize gender discrimination as easily as our female colleagues. Believing in the cause is only one part of the equation - taking the step from belief to action is what really matters.

It is important for organizations to encourage male allyship and active participation in gender diversity initiatives from executive leadership through all layers of seniority. Gender inequity cannot be solved by adopting individualist approaches. These overlook systemic structural causes and can reinforce the misconception that gender inequities are ‘women’s issues’ – ultimately implying that men don’t need to take an active role to effect change. Without true and consistent sponsorship and support of men - often still the most powerful stakeholders in most large organizations - significant progress toward ending gender disparity is unlikely.

So, what does male allyship mean? It is not just about senior leaders putting their own political capital on the line to sponsor a female colleague. Male allies exist across all layers of an organization. For men to act as effective allies, we need to increase our awareness and advance our understanding to advocate effectively for female colleagues.

This starts with a conversation and requires a consistent learning orientation. In my experience, true allyship is about sponsoring, partnering, and collaborating; not about rescuing or attempting to become the spokesperson for all women in an organization.

Ask questions and listen

We all have very different lived experiences. Men and women have the same full range of emotions but express themselves differently - and are perceived differently as a result. To be an effective ally you must recognize that it is not about you as an individual. Listen to your colleagues and make a conscious effort to understand their perspective. If you are worried you may be misinterpreting someone – ask the question.

Women count……count women

Be an ally in the moment decisions are made; think about the female representation in leadership teams, meetings, client presentations, promotion rounds, and when a special team is created to work on a project. Count the female representation, because the women in your organization (and more than likely in your clients’ organizations) are certainly counting.

Get comfortable with being uncomfortable

Get comfortable about educating yourself on issues you may not understand today. Critically assess your own behaviours and biases and unlearn and relearn some behaviours. Don’t be consumed by the fear of saying the wrong thing or getting it wrong. We must all accept that it is ok to be challenged on our behaviors, what we say, or how we say it. This is not a competition; we must all be prepared to help each other.

Don’t make assumptions

Don’t make assumptions about what women around you want or need – instead ask questions, have a conversation. Share information and your perspectives freely and ask for the same. Work together - collaborate and partner.

Be public about your allyship

Be public about your allyship – talk about what you are doing, speak about how you are being an active ally. Be practical about it to positively infuse the culture and teams around you.

Need a little bit more encouragement?

Research has shown that when men are actively participating in the advancement of gender diversity, and gender parity, 96% of organizations see significant progress, compared to only 30% of organizations where men are not acting.

Action is not ‘saying the right things'. It is about driving bold change: examining and changing the way we act and lead, and bringing each other along on the journey and holding ourselves accountable.