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23.01.25

Article

Allyship 2.0 – Staying the course in the ‘post-woke’ era

Dr. Doyin Atewologun

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Boundaries between personal, professional and political leadership spheres have never felt so blurred. Barely a month into the year, successive geopolitical and socio-economic forces – from a ceasefire in Gaza, to Musk’s meddling in the UK’s far-right political party leadership, Tiktok’s (temporary) ban in the US, to Trump’s swift revoking of diversity, equity, inclusion (‘DEI’) and accessibility legislation and programmes on grounds of their ‘illegality’, have left us reeling.

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We are in the throes of “mega-threats” – societal events that disproportionately affect marginalised and underrepresented people and have a profound impact on employee experiences at work1Leigh, A. and Melwani, S., 2019. # BlackEmployeesMatter: Mega-threats, identity fusion, and enacting positive deviance in organizations. Academy of Management Review, 44(3), pp.564-591.. During mega threats, allyship becomes especially vital. There will be many more times when we need to speak truth to power, like Bishop Mariann Budde did recently.

 

In anticipation of the need to ‘tool up’ in this dawning era, this article aims to help by providing practical tips from the latest academic research on allyship. This article is primarily for readers who have made some headway in working to build merit-based businesses in which everyone thrives. If you are at the start of your ally journey, you might find it helpful to see first this article for a more foundational introduction to allyship.

 

For Allies who want to stay the course and prepare themselves for what is to come in 2025, whether a senior leader, a midlevel manager or individual contributor – do read on.

Allyship has been around as long as there have been people with power changing systems to be fairer. But this squarely ‘post-woke’ era feels different.

Why Allyship 2.0?

 

An ally is someone that aligns with and supports a cause with another individual or group of people. Typically, they are not a member of that marginalised group, but they want to support them. They do so by taking action to make workplaces fair and ensure career success based on merit not bias is available to all2See https://deltaalphapsi.com/glossary/ . Today, media headlines are rife with claims that ‘DEI is dead’. Indeed, prior to the executive orders in the days following Trump’s inauguration, several of the US’s biggest companies had begun rolling back DEI programming in 2024, predicted to continue in 2025.

 

Certainly, allyship has been around as long as there have been people with power changing systems to be fairer. But this squarely ‘post-woke’ era feels different. Differences between businesses are surfacing, with prominent companies such as CostCo and Apple publicly restating their commitments to fair outcomes for all.

 

With wave after wave of mega threats and a precarious future, institutions and allies need to both adapt and act as a stabilising force for their businesses and people.

The psychology of allyship – insights from latest research

 

Allyship research has exploded in management studies in recent years3Kossek, E.E., Ladge, J., Little, L.M., Loyd, D.L., Smith, A.N. and Tinsley, C.H., 2024. Introduction to the special issue: Allyship, advocacy, and social justice to support equality for marginalized groups in the workplace. Organizational Behavior and Human Decision Processes, 183, p.104336. .  Focus has expanded from the what and how of allyship (i.e. what actions to take and how to support marginalized communities to who allies are (so we can develop and support them) and why they continue their efforts, particularly when the work becomes difficult (so that change is sustained). So, what do we know?

 

Allyship is not a zero-sum game

 

Doing your bit to create fair workplaces in which everyone can strive, and thrive, is good for everyone – good for you as a business leader, team manager or individual contributor. Managed well, diverse teams perform better than homogenous ones; employees are more committed and go the extra mile in inclusive cultures.

 

Allyship is for everyone, but especially those with power

 

Allyship is not limited to specific groups; anyone can be an ally because our identities span multiple social categories—nationality, gender, ethnicity, socio-economic background, neurodiversity, etc. Therefore, at some point, we all occupy both privileged (i.e. more powerful) and marginalised (i.e. less powerful) positions. These multiple identities and positions give each of us the capacity to engage in allyship at work, heightened if we have organisational power (e.g. as a leader) to shift systems and bring about change.

Allies who genuinely care about the well-being of others (at work and society more broadly) are not only more likely to act on their intentions but are also likely better at inspiring others to support the cause.

Tough times reveal the difference between performative vs. principled allyship

 

Performative allyship- actions done to appear supportive without real substance—will be tested. The difference between performative and principled allyship is assessed through consistency and cost. Principled, sincere allyship requires a tangible investment of resources—whether time, money, or social capital4de Leon, R.P., Carter, J.T. and Rosette, A.S., 2024. Sincere solidarity or performative pretense? Evaluations of organizational allyship. Organizational Behavior and Human Decision Processes, 180, p.104296.. Further, gaps between your words and actions can have a backlash for the group you are advocating for, prompting more negative reactions from others, such as lower levels of support5Lyubykh, Z., Alonso, N.M. and Turner, N., 2024. Beyond allies and recipients: Exploring observers’ allyship emulation in response to leader allyship. Organizational Behavior and Human Decision Processes, 181, p.104308..

 

Allies often underestimate the impact they have

 

Privileged individuals underestimate how much their support will be appreciated by marginalised groups6Birnbaum, H.J., Wilson, D. and Waytz, A., 2024. Advantaged groups misperceive how allyship will be received. Organizational Behavior and Human Decision Processes, 181, p.104309.. This misalignment stems from a fear that allyship may be seen as inauthentic or performative. Correcting this miscalibration (e.g. by sharing these research insights or highlighting what your underrepresented colleagues find most helpful and fair at work) will help more people to step into ally roles with confidence.

Allyship effectiveness is enhanced if rooted in a genuine commitment to justice and fair opportunities rather than self-serving

 

People are more likely to model allyship when they see it as driven by a genuine commitment to justice and fairness, rather than self-interest7Phillips, L.T., Kreps, T.A. and Chugh, D., 2024. Different ally motivations lead to different outcomes: How self-transcendence and self-enhancement values predict effectiveness of self-identified allies. Organizational Behavior and Human Decision Processes, 182, p.104333.. Allies who genuinely care about the well-being of others (at work and society more broadly) are not only more likely to act on their intentions but are also likely better at inspiring others to support the cause.

 

Allyship effectiveness is enhanced if you consider whether advocates belong to the group they’re advocating for or not

 

The effectiveness of allyship strategies depends on whether the advocate belongs to the marginalised group or not. Social identity influences these efforts: when a privileged “in-group ally” (e.g., a senior-level woman) advocates for justice, they receive more support from those already aligned with the cause. In contrast, “out-group allies” (e.g., senior-level men) can more effectively persuade others from dominant groups who have less personal connection to marginalised groups. Here, out-group allies are seen as more credible and generate greater empathy, leading to stronger commitment (in terms of time, effort and energy) to the cause8Ganegoda, D.B., Shukla, J. and Shapiro, D.L., 2024. Garnering support for social justice: When and why is “yes” likelier for “allies” versus “disadvantaged group advocates”?. Organizational Behavior and Human Decision Processes, 182, p.104332..

 

Allyship effectiveness is enhanced if you consider employees’ leanings across the political spectrum

 

For conservative-leaning employees, engagement with ally work increases when the organisation employs higher levels of personal accountability, e.g. where the company signals that they enhance their own awareness, competence and skills to support underrepresented colleagues. However, the same employees are deterred from organisational-level change when the organisation is perceived as liberal-leaning. In contrast, more liberal colleagues are empowered by such environments to engage in allyship that challenges organisational practices (e.g., policies, programs, rules) for fairness and merit-based success for underrepresented colleagues9Dang, C.T. and Joshi, A., 2023. On the plurality and politics of ally work: Liberalism and self, relational, and organizational ally work. Academy of Management Journal, 66(5), pp.1554-1585..

Remember performative allyship is damaging.

Practical tips for staying the course as Allies

 

The ‘post-woke’ era demands resilience and creativity in allyship. Stay the course by being consistent and courageous. Sustained change happens when people remain grounded in their values, even when the reward is distant or invisible. Drawing on the insights from the research, below are evidence-backed strategies to maintain your allyship—even when the going gets tough.

 

Continue to lead by example

 

Why should creating workplaces where everyone has an equal opportunity to thrive matter to you as a leader? When others see you acting motivated by a genuine commitment to fairness and inclusive excellence rather than personal gain, they are more likely to follow your lead.

 

Overcome one of the biggest barriers for allies – underestimating how much your support is appreciated. So, whether it’s challenging a microaggression or advocating for diversity in leadership meetings or business panels, know that ‘every little helps’.

 

Your actions will be noticed, and more importantly, it will encourage others to do the same. Work with a coach or trusted colleague to get feedback.

 

Be ready to take a hit

 

How ready are you to take on the social or professional consequences head-on? Donate your time, social capital or financial resources to causes that support marginalised groups. Such action could temporarily hit your reputation or standing in your social circles. Remember performative allyship is damaging. People often ask ‘but what action should I take? Select one action informed by this article and commit to making it a habit that sticks,

 

‘Tag team’ on your allyship

 

Business leaders should consider strategically pairing allies and advocates based on the identities and interests of their audiences to maximise the effectiveness of their initiatives. Find your tribe, seek support, plan together. For example, you may want to match dominant group allies with audiences that may be resistant to change, and use marginalised group allies to connect with employees or stakeholders who already align with social justice goals. Emphasise similarities that go beyond the surface to help build empathy (e.g. having similar life experiences, attitudes, beliefs, or values).

Treating people fairly no matter what we call it, should never go out of style

A final thought: Allyship is a Marathon, not a Sprint

 

Allyship can be exhausting. Invest in self-awareness and self-care. Leaders should regularly reflect on their underlying motivations, set realistic expectations, and acknowledge that systemic change takes time (and sometimes takes a backward step). Build in support systems and wellness practices to avoid burnout and recognise that small actions can still make a big difference.

 

When the social climate becomes hostile or the work of allyship feels difficult, remember your “why.” Focus on the larger vision of unfolding human potential that emerges when you centre equity, justice and merit-based success for all that motivated you to become an ally in the first place.

 

 

To close, in today’s evolving socio-political landscape, effective allyship demands both courage and consistency. Businesses that prioritise resilience will attract and retain top talent in all its diversity, strengthen their reputation, and maintain market share. Without this focus, we risk losing the hard-earned progress gained.

 

Efforts to ensure that all humans have the same opportunities to thrive in life and work has gone by many names – ‘equal opportunities’ , ‘diversity management’ , ‘equity and justice’. As one global business leader said to me ‘treating people fairly no matter what we call it, should never go out of style’. The terminology and approach may change, but the goal remains.

If you found this article helpful, do forward it on.

 

You might also find it useful to revisit some key fundamentals to help you respond to potential misunderstandings you might encounter in conversations with others. Below are some resources to support you:

 

  • Delta’s Opportunity Cycle which shows how disadvantage as well as advantage can lead to progressively worse outcomes for some, and better outcomes for other groups at work
  • The Meritocracy Myth which highlights that while meritocracy is our goal, we haven’t fully achieved it yet. The talk uses the metaphor of mountain climbing to show how some people are better equipped to succeed in their careers than others
  • 15 leadership actions for advancing equity that can be applied for any group and not just underrepresented racial/ethnic minoritised colleagues (contact us if you would like this in worksheet format)
  • A glossary of frequently used terms in creating accessibility, belonging, diversity, equity, fairness, inclusion and justice at work

 

Delta has coached over 1,250 business leaders across the globe developing them to be allies, lead globally diverse talent and create merit-based organisations where everyone has the chance to thrive.

 

Contact us on info@deltaalphapsi.com to hear more about our Ally Acceleration programme, executive inclusive coaching and our leadership assessment tool plus 360-degree feedback report.

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