Being an effective ally in the workplace means actively using some of the leadership skills we use in supervision, mentoring, and sponsoring to support colleagues who may face disadvantages due to racism and prejudice. This is an essential part of leadership, especially given the significant prevalence of racism in our workplaces.

 

What does it mean to be an ally (and why it matters)?

Consider this powerful quote:

“Allies seek out talented protégés from entirely different racial and cultural backgrounds and become their vocal fans. They get to know these colleagues’ strengths and weaknesses, help them develop as leaders, challenge and encourage them, and tout their abilities and achievements whenever new projects, stretch assignments, or promotions are discussed. They nominate protégés based on potential, without expecting them to prove they can do the job in advance. This usually requires putting some social capital on the line, a risk sponsors need to become more comfortable taking.” [1 p5].

Many of the actions described here—mentoring, advocating, developing potential—are skills that leaders in medicine already use with their trainees and junior colleagues. The next step is recognising how these same skills can be expanded to include allyship, ensuring we extend support to all, especially those from underrepresented backgrounds.

 

1. Reflect on who you’re currently mentoring and sponsoring

It’s human nature to seek out people who are similar to ourselves—a concept known as the Similarity or Homophily Principle. This tendency shapes our professional networks, often leading us to connect with those who share our background, experiences, or interests. However, this limits the diversity of our networks and creates barriers to being an effective ally.

As leaders, it’s important to regularly assess our professional relationships and networks. Are we reaching out to people with different experiences, backgrounds, and perspectives? True allyship involves challenging our unconscious biases and fostering relationships across a broader spectrum—working with colleagues from different schools, universities, cultural backgrounds, genders, and orientations.

 

2. Approach allyship with sensitivity

Being an effective ally requires thoughtful consideration. Just as good leadership involves understanding your team’s goals and challenges, allyship means recognising how someone’s cultural background and experiences may affect their work life. These challenges can often be subtle—such as navigating the nuances of language, understanding workplace power dynamics, or figuring out how to assert oneself without appearing overly aggressive or assertive. These are also very complex, and likely involve layers of cultural nuance that others having a different experience don’t and perhaps can’t fully understand.

The key is to move slowly and sensitively. Genuine curiosity, empathy, and care are crucial in supporting your colleagues. Allyship is not about quick fixes; it’s about ongoing, conscious effort. Checking your unconscious biases is difficult work, but by remaining intentional and aware, you can offer meaningful mentorship and sponsorship to a wider array of people.

 

3. Consider reverse mentoring

In addition to traditional mentoring, reverse mentoring can be an effective tool in allyship. Reverse mentoring involves a more experienced leader being mentored by someone with a different perspective—perhaps someone younger or from a different cultural or gender background. This form of mentorship helps leaders better understand the challenges faced by colleagues from diverse backgrounds and enriches their allyship efforts. This can provide a powerful way to increase knowledge and understanding in sensitive areas.

 

Resources for Further Development

• [1] Be a Better Ally | HBR
• Why reverse mentoring works and how to do it right | HBR

 

AMA Position Statements

• AMA Position Statement: International Medical Graduates
• AMA Anti-racism Statement