The Power of Allyship at Work: Now It Matters More Than Ever

As the UK marks Black History Month, it reminds us that inclusion is not a one-month theme. It’s an enduring commitment to justice, equity, and belonging.  At Blueprint for All, we work with young people from diverse and underrepresented backgrounds. We help ensure that race, ethnicity, or socioeconomic background never determines their opportunities.

Through our consultancy arm, Building Inclusive Futures, we create inclusive workplace cultures founded on psychological safety. We aim to help leaders and teams understand how allyship drives lasting systemic change. In today’s social and political climate, conversations about diversity have become increasingly polarised. Workplace allyship has never been more important.

What Is Allyship?

Allyship at work means actively supporting and advocating for colleagues from underrepresented or marginalised groups. It involves using one’s influence to create inclusion, equity, and a sense of belonging.

True allyship goes beyond statements of solidarity or symbolic gestures. It is a sustained practice of listening, learning, and taking action to challenge bias and inequity. In 2021, Professor Binna Kandola found that over half of British employees had seen racism at work. Yet, most remain silent.

He emphasises that allyship requires moving beyond observation to action. Becoming an “active bystander”who interrupts bias rather than allowing it to take root.

According to Kandola, silence reinforces exclusion, as “when people fail to intervene, the group’s inaction normalises harmful behaviour.”

Allyship, therefore, is both personal and collective. Standing beside others, amplifying their voices, and advocating for structural change that embeds inclusion into everyday practice.

Why Allyship Matters, Especially Now

1. It Builds Psychological Safety at Work

According to Amy Edmondson (1999), psychological safety means feeling safe to speak up without worrying about negative outcomes. This is vital to organisational performance and wellbeing. Colleagues act as allies by listening without defensiveness, acknowledging mistakes, and supporting diverse perspectives. This way, they create the conditions for others to feel safe to contribute authentically.

2. It Counters Backlash and Fatigue

Across the UK, many organisations are struggling to maintain momentum around diversity and inclusion. As discussions about race and equity become more polarised, allyship provides stability and continuity. It ensures that inclusion remains a lived value, not a rhetorical one. Allies help sustain progress when collective resolve begins to fade.

3. It Amplifies Black and Marginalised Voices

Black History Month offers a timely reminder that systemic inequities still limit visibility and opportunity. Allies can play a transformative role by amplifying the contributions of Black and ethnically diverse colleagues. They can help ensure their insights shape decisions and innovation.

4. It Fosters Inclusion and Retention

A strong sense of belonging has been consistently linked with higher employee engagement and lower turnover intention, underscoring its importance for retention and organisational commitment  (CIPD, 2022). When employees witness acts of allyship, they perceive that their organisation genuinely values equity. These acts could include sponsorship, fair decision-making, or public advocacy. This trust builds engagement and allows people to focus energy on contribution rather than self-protection.

5. It Encourages Growth and Shared Responsibility

Allyship should not be seen as a single act of support but as part of a shared cultural responsibility. It thrives in environments that value learning, openness, and accountability. Mistakes and discomfort are inevitable when challenging inequality, but addressing them transparently helps to build trust and drive innovation. By listening, reflecting, and adapting behaviour, allies demonstrate the humility and empathy that underpin inclusive and psychologically safe leadership.

How to Practise Allyship in the Workplace

• Listen and Learn: Seek out the lived experiences of colleagues without judgment. Listening without defensiveness builds empathy and understanding.
• Speak Up: Challenge biased comments or behaviours when they occur. Kandola advocates the “Four D’s” approach – Direct, Distract, Delegate, and Delay; offering multiple ways to intervene effectively.
• Amplify and Advocate: Credit ideas from marginalised voices, recommend colleagues for opportunities, and use your platform to share their work.
• Reflect and Act: Examine your assumptions and privilege and take deliberate action to address inequities you observe.
• Support Systemic Change: Champion inclusive policies, transparent promotion processes, and accountability measures that make allyship part of organisational culture

Conclusion

Allyship is more than symbolic support. Standing beside others, amplifying their voices, and advocating for structural change that embeds inclusion into everyday practice.

During Black History Month and beyond, we are each called to be more than passive observers. By speaking up, standing beside others, and acting with integrity, allies contribute not only to equity. They also support the wellbeing and collective strength of our workplaces.

In the words of Audre Lorde, “It is not our differences that divide us. It is our inability to recognise, accept, and celebrate those differences.”

About Blueprint for All

Blueprint for All works with young people, communities, and organisations to create fairer, more inclusive societies. Through our consultancy, Building Inclusive Futures, we help employers embed justice, equity, diversity, and inclusion (JEDI) into their culture. We also support them in creating psychologically safe workplaces.

Our programmes and partnerships empower individuals and institutions to turn allyship into action. They help shape workplaces where everyone can belong and thrive.

To learn more about how we can help your organisation strengthen allyship and psychological safety at work, visit www.blueprintforall.org or contact hello@blueprintforall.org.

References:

Kandola, B. (2022). Racism at Work in the UK (2021) – Executive Summary. Pearn Kandola. https://pearnkandola.com/app/uploads/2023/07/Racism-at-Work-2021-UK.pdf

Edmondson, A. (1999). Psychological safety and learning behaviour in work teams. Administrative Science Quarterly, 44(2), 350-383.

CIPD. (2022). Inclusion at work 2022: Perspectives on inclusion and exclusion at work. Chartered Institute of Personnel and Development.