Diversity and inclusion are fast becoming cornerstones of IT hiring and retention strategies. Recognizing the importance of fostering diverse teams, IT leaders are reaching out to new talent pipelines and reassessing internal practices with a lens for inclusion.\nBut beyond recruitment and recognition, more challenging work awaits in the form of advancement \u2014 of ideas, perspectives, and careers. For IT leaders committed to diversifying their teams and uplifting those traditionally underrepresented in IT, this effort requires allyship.\n\n[ Find out how your organization may be getting diversity and inclusion wrong \u2014 and how to get it right. | Learn how to define your company culture before it derails your mission. | Get the latest IT staffing, hiring, and leadership advice by signing up for our CIO newsletters. ]\n\nAllyship is actively advancing inclusion for a marginalized group. It isn\u2019t a professional handout; it\u2019s working to understand where everyone in your organization is coming from, recognizing everyone\u2019s work, listening intently to their perspectives, and ensuring that you foster an inclusive culture by advocating that everyone in your organization does the same.\nBeing an ally for underrepresented colleagues can be challenging work, involving difficult conversations, self-reflection, and self-education. But in an industry in which representation of Black, Indigenous, and people of color (BIPOC) and women has long been problematic, it is necessary \u2014 and can be very rewarding.\n\u201cAllyship is so important because, when you look at the numbers at the top, they\u2019re just not there. They\u2019re not balanced right in order for us to really move the needle \u2014 and for there to be greater representation with women and people of color, we need allies,\u201d says Kailei\u00a0Carr, CEO of the Asbury Group, and Emerge Academy Director at ITSMF, an organization aimed at increasing the representation of Black professionals at senior levels in IT. \u201cIt\u2019s critical for those in positions of power and influence to advocate on our behalf in order to create more seats at the table, and to provide opportunities for a more diverse group to have seats at the table.\u201d\nThe power of allyship\nSherrie Littlejohn can personally attest to the value of allyship. Now CEO of Littlejohn Leadership Coaching and Consulting, Littlejohn says when she first started her career in IT, she \u201cdidn\u2019t know anything about corporate America.\u201d What she did know was that she was very good at math and she was interested in computers. She took a job at Bell Laboratories, where she was quickly made aware that many people assumed she was there only as an \u201caffirmative action\u201d hire. Littlejohn knew she was more than qualified for her position and was determined to make her voice heard in the organization.\n Littlejohn Leadership Coaching and Consulting\n\nSherrie Littlejohn, CEO, Littlejohn Leadership Coaching and Consulting\n\n\nLittlejohn\u2019s success has been a direct result of her hard work, qualifications, and that sense of determination. But as a Black woman working in IT, recognition of work and advocacy for her advancement also relied on having strong mentors, coaches, and allies, which she defines as \u201csomeone who wanted to partner with me; somebody who wanted to see me succeed.\u201d\nAt Bell Labs, one of Littlejohn\u2019s strongest allies was Karl Martersteck, a white male executive leader who took an interest in her career and encouraged her to join the Early Career Advisory Program Council. He would take her to lunch quarterly and give her candid advice on how to thrive and grow in the organization. Littlejohn, who was one of the first three African American women at Bell Labs to be promoted to technology supervisor overseeing a team of architects, designers, developers, and analysts, greatly appreciated this advice, and the fact that she had an ally in her corner who could guide her and vouch for her expertise.\n\u201cHe wasn\u2019t sugarcoating anything, and I listened to everything he said. And he [wasn\u2019t] telling me I can't do it. He [was] just telling me this is the reality of the environment that I\u2019m working in,\u201d says Littlejohn, who still keeps in touch with Martersteck and now offers career advice to Black IT professionals as an executive coach in ITSMF\u2019s Leadership Academy.\nWith African Americans accounting for only 2% of tech executives, and women just 20%, allyship in IT is important. Public promises to \u201cdo better\u201d as an organization can only do so much. Making adjustments to your leadership style, however, can make all the difference in creating space for underrepresented voices to be heard and to succeed in your organization.\nThe importance of self-reflection\nTo embrace allyship, you must first take a step back and self-assess. Review your own past and present actions to understand whether, intentionally or not, you may be holding people back in your organization from being heard, from having their ideas and efforts recognized and included, or from growing their careers.\n The Southern Company\n\nMartin Davis, CIO, The Southern Company\n\n\n\u201cI think you really have to do some self-reflection, some self-education,\u201d says Martin Davis, CIO at The Southern Company, adding that this is essential to ensuring you are not just \u201ctalking the talk,\u201d parroting narratives about diversity and inclusion, but are reflecting fundamental facets of D&I in your leadership style.\nKey questions to ask yourself are: Have you sponsored or mentored people of color, women, or employees from other underrepresented groups in your organization? Do your recruitment or hiring practices extend beyond traditional pipelines or in-house referrals? Are there times that your privilege gave you advantages that someone else might not have received? Have your leadership practices resulted in someone not being heard or fully engaged, or have they contributed to a culture in which staff from underrepresented groups are hesitant to participate?\nAs part of this process, it\u2019s also important to reach out to others to better understand their experiences and take what you hear as additional information for self-reflection and self-education. \u201cI think there has to be conversations across difference,\u201d Davis says. \u201cSo, if you\u2019re a white male, you\u2019ve got to be having conversations with people of color and women and understanding their perspective of the challenges that they have in their organization.\u201d\nEmbracing challenging conversations\nWork that involves self-reflection is challenging, and when it comes to addressing diversity issues and one\u2019s position within them, some IT leaders may be unsure about how to effectively approach these sensitive topics. But being an ally can set an example for the entire company. Allies in leadership positions can demonstrate to employees that conversations about diversity, equity, and inclusion (DEI) are encouraged, and that employees from traditionally marginalized groups have a safe environment to bring up concerns they may have about their own experiences in the workplace.\n\u201cI think it\u2019s about setting an example from the top, being willing to engage in those uncomfortable conversations. A really effective ally is willing to put some skin in the game, to put some of their privilege on the line, on behalf of someone who doesn\u2019t have that privilege,\u201d says Malcom Glenn, director of public affairs at Better.com and former head of global policy for accessibility and underserved communities at Uber.\nConversations around racism, sexism, and bigotry, both within and outside of the workplace, can be very difficult. Carr, for one, has encountered many white professionals in the industry who have expressed that they feel \u201cattacked\u201d by conversations about race and privilege, noting that it can cause them to become defensive and shut down.\n Asbury Group\n\nKailei\u00a0Carr, CEO, Asbury Group\n\n\n\u201cOrganizations need to be mindful of how they\u2019re rolling things out because these are very heavy conversations, and they\u2019re dealing with people in their belief systems, and that by nature will cause many people to shut down, to be triggered, to feel defensive,\u201d Carr says. \u201cIt\u2019s really important to have the right people facilitating and holding space for those conversations and doing it in a way that is rolled out over a period of time, and ensure they\u2019re being really kind and open to the people within the organization in the process.\u201d\nOften in conversations about race, for example, well-meaning colleagues may make comments about how they \u201cdon\u2019t see color.\u201d By professing being \u201ccolor blind\u201d these colleagues often seek to avoid addressing issues of race that affect other members of their teams. Moreover, the concept of being \u201ccolor blind\u201d can be harmful for BIPOC, says Littlejohn, as it doesn\u2019t recognize others\u2019 identities fully, implying that they aren\u2019t seen as a complete person.\nFacilitating and holding space for these kinds of conversations in the workplace is a key aspect of being an ally.\nWhat strong allyship looks like\nAnother central facet of allyship is recognizing the privileges you have as a member of a specific group or as a leader and finding ways to use those privileges to actively help others.\n Better.com\n\nMalcom Glenn, director of public affairs, Better.com\n\n\n\u201cAllyship is really about lifting up the voices, the work, and the opportunities for people who are not in positions of privilege and power when you yourself are in one of those positions in an organization,\u201d says Glenn.\nMelinda Epler\u2019s Ted Talk on being a better ally highlights a common issue women face in the workplace. Tasked with giving her first presentation to her fellow executives at an international engineering firm, she was the only woman in the room. As she walked on stage, the male executives in the audience turned to their phones and laptops, and even conversed among one another, interrupting her presentation. Epler\u2019s experience speaks of the need for an ally \u2014 a person in a position of privilege, in her case a male executive, to call out others for not paying attention, and to redirect the room\u2019s attention to her presentation.\u00a0\nAndrew Grill, global managing partner at IBM, writes of an incident in which he did just that. Grill was invited to present at a conference in the UK, where he realized he was one of a group of \u201cfive middle-aged men\u201d on the stage, which he felt was not a \u201cfair representation of the digital, social, or even real world.\u201d When asked to respond to a topic about gender diversity, Grill gave up his seat on the panel to a woman in the audience to let her speak more on the topic. Such gestures speak volumes about the importance of allyship in the workplace. To use a position of privilege in a situation to create an opportunity to uplift an underrepresented voice and thereby address an otherwise inequitable dynamic.\u00a0\nHere, the ability to look out and recognize those who may not have the opportunity to advocate for themselves is key. When working in the marketing department at a tech company, Carr noticed that the pay of a new employee on her team seemed low for the quality of work he was doing, not to mention his experience and the cost of living of a major city. He had been with the company two or three years prior to joining her team, so Carr was concerned that no one else had flagged this discrepancy.\n\u201cIt just didn\u2019t seem right for him to be so underpaid while producing such quality work,\u201d Carr says. \u201cSo when I think about allyship, I do think that sometimes it requires us to dig deeper, and to analyze situations and circumstances, and being the one to say that isn\u2019t right, even when no one else does.\u201d\nCarr advocated for this employee by going to HR, bringing up the concern, and pointing to his strong performance reviews. HR worked to adjust his pay, bumping his salary up by nearly 15%.\nAn important thing to keep in mind in working to be an ally is that everyone wants the same thing in the workplace: and that\u2019s to be valued, Littlejohn says. Everyone wants to be seen, heard, appreciated, and be able to bring their \u201cauthentic self\u201d to work.\n\u201cI want somebody to give me feedback that allows me to grow. I want somebody to engage with me and see the value that I bring,\u201d she says. \u201cI want to be able to bring my authentic self and I want to be able to bring all of me to work, so that I can give you something that you wouldn\u2019t get anywhere else. Ask me questions, come engage with me and come learn about me. And allow me to learn about you. It\u2019s a mutual relationship that we\u2019re trying to build here.\u201d\nAllyship requires ongoing commitment\nAll too often DEI initiatives are executed as a \u201cone and done thing,\u201d overwhelming employees with a bunch of one-off diversity trainings and considering the issue fully addressed, Carr says. Allyship and proper DEI initiatives should be ongoing, constantly evolving and growing with the business. DEI is a long process that requires everyone in the organization to put in the work to understand how intricate issues of systemic racism, bias, and sexism manifest in the workplace. Allies know this and are always on the lookout for opportunities to advance the organization on addressing DEI issues.\nLeaders should not expect employees who represent marginalized groups to educate you and their colleagues on allyship or diversity, nor for the onus of DEI work to rest on these employees. While some employees may be interested in helping further diversity initiatives, you can\u2019t expect your BIPOC or women employees to educate their coworkers or other leaders in the organization on these topics. Instead, as an ally, you can facilitate opportunities for employees who represent marginalized groups to share their journey on their own terms, either with you or with other employees, while also ensuring a more diverse group of individuals are involved in doing the DEI work your organizations needs to address.\nIt\u2019s also important to note that allyship is a long-term commitment that requires attuning to the strengths and viewpoints all employees bring to the organization, starting with hiring and continuing throughout employees' careers.\n\u201cIt\u2019s not enough to bring underrepresented people into an organization, it\u2019s also not enough just to give those people opportunities, it is really about making sure that those people have opportunities not because they\u2019re part of a marginalized group, not because they\u2019re not in a position of power, but because they actually have real deep-seated expertise, and a different perspective that\u2019s going to be a value add to the ultimate goals of the organization,\u201d says Glenn.\nThe courage of conviction\nOne of the biggest issues Carr, Glenn, Davis, and Littlejohn encounter when working with executives who want to do more for DEI, but aren\u2019t sure where to start, is that they\u2019re often afraid of \u201cmaking mistakes.\u201d They\u2019re concerned they may do or say the wrong thing, making matters worse and drawing negative attention to their efforts. So instead they often choose to stay quiet and do nothing, undercutting their opportunity to be a better ally.\n\u201cSometimes people are frozen with fear, fear of having the conversation,\u201d Davis says. \u201cBut diversity, equity, and inclusion work is all about courageous conversations. You\u2019ve got to be able to call it when you see it; you got to have the tough conversation in the moment. And you know that\u2019s not for the faint of heart.\u201d\nConfronting your own bias and privilege can be very uncomfortable; so too can be having these kinds of challenging conversations in the workplace. But having the courage to do so \u2014 and to make mistakes in the process \u2014 is fundamental to being an ally.\n\u201cIt\u2019s important for people in power to be the ones carrying the flag, because if I\u2019m sitting here and I\u2019m the only one who is going to bring up the issue of diversity or inclusion or equity, that puts me in a very vulnerable position. And so that\u2019s why it\u2019s so important for allies to get the table,\u201d Davis says.\nIt\u2019s not about the mistakes you make on your path to allyship, it\u2019s about how you learn from those mistakes and grow. There\u2019s no perfect way to be an ally, but the most important thing you can do is keep an open mind and continue to listen, learn, and educate yourself on the topics so you\u2019ll know when to speak up and when it\u2019s time to give someone else the opportunity to speak up.