How CEOs can prevent their organisations from going backwards with allyship.
In recent years, we’ve seen a slowing down of DE&I initiatives in various institutions across the world. The US Supreme Court ruled against affirmative action, and many companies and colleges – including the University of Florida – have redeployed or removed their DE&I staff. Meanwhile the executives remaining in these functions are also looking to leave their jobs, with the role of Chief Diversity Officer dropping from one of the most in-demand positions to hire to now one of the most precarious in a company.
This climate of DE&I backlashes is driving a disappointing cooling off on DE&I commitments from CEOs and boards. This shows up in various ways, including employee resource groups without any executive power, celebrations of awareness events that make pledges without resource allocations and leadership, and unrealistic recruitment targets set without a root and branch review of how people are attracted, retained, developed, and supported in their advancement.
It’s clear that the push to demonstrate allyship has left many organisational leaders in a place of fatigue, or as I call it, ‘ally-weary’. However, the impact of this on the workplace experience for under-represented employees is chilling. Opportunities which once existed have disappeared, and promises made are not promises kept. In our inaction, we find our organisations falling into old patterns and our leaders even further behind in the task to create truly inclusive, diverse companies.
In my view, if organisations are going backwards then the hearts of their leaders were never truly committed to creating an environment in which all their people can belong and thrive. Their actions and allyship were all lip service, designed to attract attention, rather than to drive real, positive change for the benefit of all those working in and being served by the organisation.
CEOs who genuinely believe in diversity and allyship understand the cultural and commercial reasons behind it. Demographic and technological shifts require people who can adapt and understand the new business landscape, and the more your organisation is able to attract the very best thinkers, doers, and strategists, the more likely your business is to survive in a world of contact change.
So what can CEOs do to address and re-engage their organisation’s allyship and DE&I focus? Here’s five ways to get started.
Find your why
Effective allyship goes beyond what the legislation needs. It requires a purpose driven leader who knows exactly why they are pushing for change, and who has the ambition to ensure that their stakeholders have all their needs met by the company. As a senior leader when you make a decision, remember that everyone is listening to you. Your voice will be amplified like a foghorn. When you act, everyone below you is looking at you – you are a giant – and so you will be copied. Everything you do and say must be intentional and done so with purpose and a clarity about your why.
Be visible
Along with your colleagues at the most senior level, communicate your position and your expectations on allyship. Your organisation must know what your stand for, or else it suggests you are a leader who doesn’t truly understand and your actions are merely self-serving in their interests. Engage with your organisation on what they require as allyship with regards to training and development and opportunities – ensuring that you include every group in the organisation, without exception. Celebrate those who demonstrate allyship through speaking up and championing under-represented voices and raise their profile in your internal communications to highlight how you expect others to behave.
Understand the goal
Much like finding your why, CEOs who want to re-engage their organisation need to help others understand the goal of their actions and how the wider business feeds into achieving this. Doing so requires a leader who knows that achieving this state of play requires diversity of thought, ideas, and background at every level – including the most mission critical roles of the organisation. Groupthink may feel cosy but it will ultimately lead to an organisation’s downfall. Alternatively, a culture that focuses on the advancement of the smallest minority in your business is a culture that focuses on performance, strength, and support. This is about demonstrating to your people that everyone, without exception, matters. That their contribution counts, that they have a right to belong, and that there are equitable and equal opportunities for all.
Look outwards
Reminding yourself and your organisation about the tangible benefits of being an ally can put this into perspective from an external business and cultural lens. Looking outwards can ensure that you achieve the diversity of thought required to make change. Reverse mentoring can also give you some perspective away from the ivory tower of the boardroom. Likewise, partnering with other organisations who have likeminded leaders can introduce you to new ways of thinking and best practices. You could also explore creative ideas like joint programmes and shadowing across the business with leader swaps.
Be open about your wins and losses
Recovering from allyship fatigue can also require open conversations about where you’ve fallen behind in your attempts to achieve progress, and how you can learn from these moments. Creating an environment where mistakes are embraced, and employees have a safe space to express their fears and feedback without judgement or censure is critical. Introducing Love as a leadership and organisational capability can support this by establishing a culture of belonging and respect for all.
In addressing our allyship fatigue, CEOs and C-suite leaders can reinvigorate their organisations and set goals for sustained progress, instead of limiting themselves to quick wins and performative action. In doing so, we can ensure that our actions carry the potential for positive change for the benefit of all our people.
Written by Yetunde Hofmann.
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