BUSINESS

Why Being an Ally Makes You a Better Leader

USAMon Jul 28 2025

People in power have a big role to play in making workplaces more inclusive. A study found that most folks are open to diversity and inclusion, but they need leaders to show them the way. When leaders support these ideas, it makes a real difference. It turns out that being an ally isn't just good for others—it's good for business too.

The Benefits of Being an Ally

Being an ally can make you happier and even live longer. It helps you build stronger connections and work better with people from different backgrounds. Plus, companies with diverse leadership teams make more money and come up with better ideas. It's a win-win!

The Journey of Allyship

But being an ally isn't always easy. People might not know where to start or how to make a difference. The key is to keep learning and being open to new experiences. It's also important to remember that allyship is a journey, not a destination.

Starting the Journey

One way to start is by talking to people who are different from you. Ask them about their experiences and listen without judgment. This can help you understand their perspective and find ways to support them. Just make sure you're talking to someone you trust and not just relying on your own assumptions.

The Broader Impact

Another thing to keep in mind is that diversity and inclusion aren't just about helping certain groups. They benefit everyone. For example, curb cuts were made for people in wheelchairs, but they also help parents with strollers and bikers. Similarly, closed captions help people with hearing disabilities, but they also help visual learners.

Why It Matters

So why should you care about being an ally? Because it makes you a better leader. When you support diversity and inclusion, you create a workplace where everyone can thrive. And that's good for business—and for society as a whole.

questions

    Are the reported benefits of diversity and inclusion, such as increased profitability and innovation, being exaggerated to push a specific narrative?
    Could the low percentage of dominant group members who view diversity and inclusion as extremely important be a result of a hidden agenda to maintain the status quo?
    How can organizations measure the effectiveness of allyship initiatives beyond self-reported surveys and focus groups?

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