Allyship requires more than lip service
The Eskalera team was right in the midst of taking our groundbreaking Human Capital Management platform to market when it occurred to me that this product was having an impact on me personally. It sounds odd, I know, but in order to address the shortage of reliable Diversity and Inclusion (D&I) data, the team embarked upon a new approach. Of course, we intuitively understand that identity is significantly more complex than age, race, and sex, but when it comes to our work personas, we rarely get to celebrate those traits that make us truly unique.
Take me as an example, I’m a white male, yes, I’m also a father, a veteran, a Catholic, a yoga enthusiast, etc., and I rarely, if ever, call attention to these things. More importantly, if I can practice the muscle memory of taking a moment to consider the deeper identities of my coworkers, then there is a fantastically good chance that I will be a better colleague and collaborator. Ultimately my conjecture is this — unlocking and understanding the elements of our identities is critical to the establishment of an inclusive work environment and ultimately aiding in the retention of great talent.
Considering the potential power of this information, and with co-founder Dr. Tolonda Tolbert’s expert guidance, the Eskalera team built an incredible experiential platform for employees to safely share the discrete nuances of their identities. This process serves two purposes; for the employee, the benefit is education and awareness of the many facets of diversity, equity, and inclusion. For the employer, they derive deeper, more actionable insight into those they employ.
To be clear, this isn’t a full one-hundred and eighty-degree change. I have always been a believer in the business case for D&I because the data is irrefutable — more diverse teams outproduce homogenous teams by mitigating the dangers of groupthink. That said, as Forbes reported earlier this year, many D&I initiatives fail. The primary reason for adoption failure is that the biases we each lug around are so intensely personal that a day-long training, or a survey distributed once, or twice a year just doesn’t provide an architecture that inspires meaningful inflection or alter deep-seated behaviors. So, if we’re going to achieve real change we need to start with purposefully and intentionally supporting our friends and colleagues — becoming an ally.
As I went out in search of more information on being an effective ally, I found the article “Allyship: The Key to Unlocking the Power of Diversity” by Sheree Atcheson, the technology respect & inclusion manager at Deloitte UK as well as the global ambassador for the non-profit organization Women Who Code. Atcheson sums up the requirements of being an ally in just a few simple words: “listen, support, self-reflect, and change.” As a lover of listicles, here are four of the most important takeaways for me personally.
1. Everyone can be an ally
The fact that you are a member of a certain group or demographic by no means prevents you from being an ally to your coworkers and friends. Privilege and oppression are intersectional systems; people who are privileged in one aspect of their lives may experience injustice in another aspect. You don’t need to be a member of a disadvantaged group, or to have personal experience with injustice, in order to advocate for a cause.
It takes very little to start on the path to allyship. Using inclusive language and calling out instances of inappropriate behavior may seem like small actions, but they can make a large difference in fostering inclusive workplace environments.
2. Leaders should lift up others through the allyship process
Leaders have an obligation to extend a hand to other employees in the organization, helping them to reach the same heights. One way that leaders can help their employees through allyship is by becoming a mentor or sponsor. According to research from the Center for Talent Innovation, for example, 85 percent of women say that they need navigational support when they first arrive at an organization.
Mentors offer their experience and advice, providing suggestions, insights, and feedback on their mentee’s progress. Sponsors take a more active role, serving as an advocate for the protégés they take under their wings.
3. Systematic inequalities still exist
Despite continued efforts at progress in this arena, systematic inequalities still persist in the workplace. These issues may occur even without conscious, intentional discrimination.
For example, the U.S. Equal Employment Opportunity Commission has found that white men and women make up 83 percent of tech executives, a rate significantly higher than their proportion in the population at large.
Other instances of systematic inequalities abound. Minority job candidates are twice as likely to receive a call back when their resume does not contain references to their race. As leaders and allies, we should be doing a better job at raising awareness of systematic inequalities, and rooting them out when we can.
4. Allies should cultivate other allies
We need to establish a network effect here. Allies should uplift marginalized individuals, but they also need to work on changing the hearts and minds of others in power. Being an ally means that you have the advantage (and the responsibility) of having people take your words and actions seriously. Setting an example as an ally can help others progress along the same path.
In closing, concerns about forging an inclusive culture that celebrates allyship and building an inclusive culture are why we built Eskalera, the world’s first Human Capital Management platform to incorporate diversity & inclusion concerns. I’m certainly a work in process, but being a successful ally and inspiring others to do the same is my primary objective as a leader.
By Joe Reid, Eskalera, Head of Revenue
Contact us for diversity solutions tailored for your team and workplace.
Originally published at https://eskalera.com on April 26, 2019.
