Allyship in Action: Paving The Path To Equality

This event emphasized the significance of promoting diversity and inclusion, understanding unconscious bias and its negative effects, and actively advocating for change in the workplace.

Below is a video recap of the event, and a summary of the most common challenges that were discussed and the tips our leadership advisors offered to address them.

Courage and compassion are key to ensuring every voice is heard.

Based on a survey of the group, the most common scenario where women experience gender bias in the workplace is one where male colleagues do not actively listen or actually hear the input that women offer in meetings. If you are experiencing this, be courageous in seeking support from influential colleagues. Senior leaders can take action to address this by creating extra space for their colleagues to have their voices heard. Setting a tone of respect and advocating for those with less power is important.

Unconscious bias leads to inequity and must be addressed.

Employees can help mitigate bias and be better allies to underrepresented groups by being curious and open to new experiences; attending events, meetings and networking events that are not intended for them and are outside of their traditional groups; and seeking feedback to hear unvarnished truths and learn from diverse perspectives. These actions can allow for real-time feedback and help form natural relationships rooted in observation.

Having diverse perspectives strengthens decision-making and widens perspectives.

People have different experiences that they can bring to complex situations. Intentionally allowing for more diverse perspectives in creative problem solving can help to move businesses forward. It is always good to keep checking and expanding network; you never know what piece is missing.

Embrace strategies to expand your leadership succession pipeline.

To achieve more representation of underrepresented groups among senior leadership ranks, we have challenged clients to broaden the aperture in leadership success profiles and look for alternative attributes to solve what they are looking for. Clearly define indicators of high-quality performance for women and underrepresented minorities. Strengths and attributes can be nurtured and grown; that's how you shift the succession pipeline.

Authors

Robert Alexander is a member of Russell Reynolds Associates’ Technology Knowledge team. He is based in New York City.

Bradlee Benn is co-leads Russell Reynolds Associates’ Diversity, Equity, and Inclusion Advisory practice. He is based in New York.

Jemi Crookes leads Russell Reynolds Associates’ Technology Knowledge team. She is based in Washington, D.C.

Dana Landis is a member of Russell Reynolds Associates’ Assessment, Culture and Development practice. She is based in San Francisco.

Margot McShane co-leads Russell Reynolds Associates’ Board and CEO Advisory Partners group and Women on Boards initiative. She is based in San Francisco.

Sarah Reynolds is a member of Russell Reynolds Associates’ Technology practice. She is based in San Francisco.

Margaret Strauss is a member of Russell Reynolds Associates’ Technology practice. She is based in New York.