Leading the Invisible: Illuminating Allyship

I have previously spoken about sponsorship regarding gender – for example, how women’s careers were significantly impacted by the COVID-19 pandemic. As this month is Pride month, it’s been a fantastic opportunity for me to get involved in various events as an LGBT+ ally. This made me think about allyship generally, and how it can also include race and cognitive diversity, in addition to sexuality. So how, as leaders, can we be an ally no matter the background of our colleagues and employees?

Most people believe if you are a leader, you are the one to be in front, the one with all the knowledge and the sole ability to make decisions. Though over time, I have learned that the more I elevate my team, the stronger we become. Elevating my team has meant distributing responsibility and giving others something to be accountable for, with my support. Allowing teammates to own and present on a project to put them in front. I have always found that by putting them in front, it makes what our team does bigger, without making my leadership smaller.?

Perhaps this mindset comes with experience or confidence, but I believe sponsorship is more than just being a confidant in the workplace. A leader must strive to be an active ally to teammates by:

• Sharing access to your network and creating conversations so they can build their own
• Opening opportunities to build their experience through new engagements and challenges to develop their skills, even if that means giving them the room to leave your team for greater development
• Actively removing real or perceived barriers, or teaching how to navigate and remove them on their own

You must create a space with no judgment and be prepared to help formulate conversation, share experiences, and together think through their path to success. Because it’s not always an easy path. Sponsorship is more than just checking the boxes; it is leaning into the moments that matter.

Those moments that arise are a test of integrity to inclusion. They will divide performative measures from the real actions and changes you make. You must be willing to be a visible and invisible ally. Because when the visible and invisible actions don’t match up, your support will lose value.

It’s tough, and I have had to accept that I won’t always get something in return. But I have witnessed, instead, the incredible domino effect of how others have paid it forward. And giving someone that confidence to do something and becoming the visible leader, is one of the most rewarding things an ally can do! Therefore, it’s worth considering how to expand from the personal gain that comes from sponsoring and championing people to creating accountability for those around you. Use your place of privilege as a leader to challenge how not just you, but also your organization, can support your team.

Demand that processes are in place for your team to be seen and heard. Demand equality across the organization so everyone has a voice. And then teach others to be vocal about what they need to continue to grow and develop. You will see that as your organization becomes more diverse, the voices that were once whispers will be supported to speak louder and make a measurable impact.

Without that allyship, without that sponsorship, those voices will go unheard.

The world has never needed inspirational leadership more than it does today. Organizations should be advocating sponsorship and choosing leadership over experience, technical acumen, and business results – because without leadership and sponsorship, what do you have? This is a talent market, and that talent has choice.

Don’t forget to choose to sponsor that talent. Because in the end, I believe we will need courageous sponsors to help the future of our organization see and achieve the possible.