Celebrating all the FEmale allies! Marie Sams, Coventry University

When I think back to the start of my career as a 17-year-old business administration apprentice, I recall a sense of excitement of being part of the ‘working world’ and what I would learn (remember the days of word perfect and paper-based memos)?!

My first rotation was in an office full of women secretaries supporting the then male senior management team. One of my regular tasks was to pour the coffee for the weekly meetings. I remember wondering what that had to do with a business administration apprenticeship - but accepted everyone had to start somewhere!

I didn’t question the way things were done, or why there were never more women leaders, and soon fell into a rhythm of keeping quiet and just getting the job done. I didn’t initially put myself forward for permanent jobs that came up as I thought they were above my station, and I should just be ‘grateful’ for the role I was in.

My second and third rotations in different functions offered similar experiences. Looking back, I can now identify situations that were discriminatory for both me and my colleagues. I recall asking a supervisor whether he thought I was ready to apply for a permanent job that had been advertised and was told “no – you are too young and too naïve yet – just bide your time”.  

Luckily for me, my experience was about to change on my fourth rotation - I met the woman who I now recognise as my first ‘ally’.  She saw potential that I hadn’t yet seen in myself, provided work assignments to challenge me, opened doors to new networks, and created opportunities for me to thrive. She encouraged me to find my voice and to be more confident.

Over the coming months, and as a direct result of her enabling, I ended up studying hard, practising interview skills, putting myself out there and getting as much experience as I could in different roles. I spent the next 20 years in various professional services roles, as a Senior Lecturer in business, did the Aurora Women in Leadership programme and now work in a management position where I have some influence and autonomy.

This woman was my first ally, and I could probably count on one hand the number of allies I have had since (fyi – all women!). I didn’t really think about this at the time and have only started to reflect on it recently because of the buzz around ‘male allyship’ in gender equality. I have observed male allyship pop into conversations at gender equality events, in things I read, and as a result of undertaking research into initiatives that support women into leadership.

Many companies are now recognising the need for more male allies, particularly in response to the #metoo movement, where men are encouraged to call out discriminative behaviours, celebrate the achievement of their women colleagues, and to be part of a united force for gender equality (something that is desperately needed).

This is no easy feat though. One US study reported only 48% of men being more aware of inequalities, and 47% admitted they thought they would face criticism if they spoke up against discrimination. Men reported ‘doing everything they can’ to support gender equality in the workplace - something which women described as ‘over-exaggerating’. 

The responsibility for allyship, it seems, still lies predominantly with senior women. The 2021 Women in the Workplace report suggests that women leaders are up to twice as likely to place efforts in equality and diversity work and quote “If women leaders leave the workforce, women at all levels could lose their most powerful allies.”

Of course, language is an important factor too. In some instances, male allyship efforts have resulted in men being labelled ‘male champions’, and this has made women feel uneasy about the additional kudos that this gives to them. It also overlooks the allyship efforts that senior women practice.

So where do we go from here? 

Of course we need more male allies –. And P.S. if you are a man reading this and want some pointers – this is a good place to start). 

Allyship is not just a training programme. It is about changing practice, thought patterns, and becoming more aware of situations that are either directly or indirectly discriminatory.

Personally, I view allyship as something that (should) hold true for both men and women – in support of gender equality, and particularly women of colour. Allies don’t have to be ‘champions’, they just have to be thoughtful, rational and judicious people that speak up in solidarity and support their less privileged colleagues to access the opportunities they deserve.

So in that regard, I just wanted to take one moment to take the focus away from male allyship (as important as it is), to recognise and celebrate all of the wonderful women who have reached the pinnacle of their careers and have used their seat at the table to be – ‘awesome allies’. 

Here’s to you! 

Marie Sams works at the Research Centre for Global Learning as an Operations Manager and is currently undertaking doctoral research into the effectiveness of ‘women leadership initiatives’.

You can find out more about her here.