Key to a good workplace, is to create a sense of belonging and understanding. This article from HBR on the 7 principles or Allyship includes interesting studies on staff retention, sickness and performance.

Over many years of working with employees, managers, and leaders in the DEI space, I’ve found that, when it comes to DEI, there is plenty of fear. Those who are well-represented in any context are fearful of the change and loss of power that real inclusion will bring, fearful of getting uncomfortable, and fearful of saying and doing the wrong thing. I’ve lost count of the number of times I’ve heard white male CEOs say that they want to support DEI efforts but are afraid of being cancelled. On the other hand, people from marginalized, discriminated, and underrepresented groups are also fearful: fearful of being the lone voice and being perceived as the token, fearful of addressing biases and discrimination, and fearful of the impact on their careers.

The answer to the question What can I do? lies in overcoming these fears through allyship. Allyship is the key to creating inclusive workplaces. According to recent research, employees of organizations that foster strong allyship and inclusion cultures are 50% less likely to leave, 56% more likely to improve their performance, 75% less likely to take a sick day, and up to 167% more likely to recommend their organizations as great places to work.

Allyship is a lifelong process of building and nurturing supportive relationships with underrepresented, marginalized, or discriminated individuals or groups with the aim of advancing inclusion. It is through this process that we overcome our fears of engaging with DEI. Allyship is about progress, not perfection. Allyship is active, not passive. It requires frequent and consistent behaviors. Allyship is not performative. It’s about lifting others and creating platforms for them so that their voices are heard. Allyship is not about fixing others.

Read the full article and see what you can do