Allyship: advice for leaders

Have a conversation with your team about what it means to be an ally and why it is important.
As a group, define what great allyship looks like, and pay close attention to what people from the Global Majority say good practice looks like for them.

Recognise your team members when they have demonstrated effective allyship.
Positively reinforce good behaviours, and actively encourage people to continue learning about allyship, e.g. by completing further EDI training.

Encourage Global Majority staff to speak out.
For instance, hold regular 'office hours' where your team can talk to you in confidentiality about any EDI issues they may be facing.

Keep the conversation going.
Openly acknowledge the problems faced by Global Majority staff and bring these up during staff meetings and events. Consider implementing measures within your team in response to any issues raised or escalating more serious concerns to a higher level.

Advocate for the Global Majority people on your team where possible.
Recognise their contributions, skills, and expertise and put them forward for opportunities. Notice when your team members are being overlooked and take steps to ensure their voices are heard.

Lead by example.
Even if you consider yourself an expert on allyship, the most important part of being an ally is to continue actively supporting your colleagues from the Global Majority.