By Raja Sengupta
It was a Tuesday afternoon, and my phone buzzed with a notification: a popular company had just posted a statement in support of Black Lives Matter. I had seen this many times before—heartfelt words, hashtags, and a promise to do better. But something was different this time. I couldn’t shake the feeling that this corporate gesture was more about looking good than making a lasting impact.
That evening, I sat down with my colleague, Maya, who had spent years advocating for diversity in the workplace. As we shared a coffee, she opened up about a moment that had stuck with her—a moment when she realized how performative allyship had crept into her own company’s Diversity, Equity, and Inclusion (DEI) efforts.
“It was during a board meeting,” Maya said, her voice steady but passionate. “We were talking about our diversity goals. Everyone agreed on the need for change, but then it became clear: no one was willing to sacrifice anything for it. There was a lot of talk about ‘committing to change,’ but no real action.”
Her words hit me harder than I expected. In that moment, I understood that allyship wasn’t about the statement on social media or the fleeting trend of the moment—it was about the tough, uncomfortable work behind the scenes. Transformative allyship isn’t about posting a hashtag or issuing a statement. It’s about digging deep, doing the work, and showing up consistently, even when it’s hard. It’s not about being recognized for your efforts—it’s about making sure the changes you push for are real and lasting.
The Moment of Truth: A Realization on the Front Lines
A few months later, Maya invited me to an internal DEI workshop at her company. The day started with a simple activity: each participant was asked to write down one action they were personally willing to take to improve diversity in the workplace. The room grew quiet as people scribbled on their notepads, unsure of what to write. When it was Maya’s turn, she wrote two words: “Speak up.”
“I’ve been in so many meetings where I’ve seen someone from a marginalized group struggle to be heard,” she said, her eyes locking with mine. “If I’m not going to use my privilege to speak up in those moments, then what’s the point?”
Her words cut through the room. I realized then that transformative allyship begins with a willingness to sacrifice comfort. It’s about calling out injustice when you see it, even if it feels risky. Maya’s willingness to step into discomfort and speak up was the essence of real allyship.
A Hard Truth: Going Beyond the Gesture
Later that afternoon, I found myself in a meeting where the team discussed diversity in leadership. One of my colleagues, an executive named Claire, took the floor. She was known for her decisive leadership, but what she said next made everyone pause.
“We’re only going to make a real difference if we start making uncomfortable choices,” Claire began. “This includes changing the way we hire and how we elevate leadership roles. If that means reshuffling the leadership structure and taking a hard look at our own biases, we need to do it.”
Her words echoed Maya’s sentiment: allyship is not a feel-good gesture; it’s about making difficult decisions and challenging existing systems. This wasn’t just a corporate statement, but a blueprint for action. Claire wasn’t looking for applause; she was making a commitment to drive change, even if it meant facing resistance.
As we left the meeting, I thought about how rare it was to hear leaders speak with such sincerity and willingness to challenge the status quo. True allyship requires action—not just reaction. And it’s these bold, uncomfortable actions that create lasting change, both within organizations and society at large.
The Uncomfortable Truth: How Allyship Shapes Corporate Compliance
Over the months, Maya and Claire’s actions reshaped the company culture. DEI metrics became part of our regular reports, tracking not just recruitment but employee satisfaction across diverse groups. While progress was still a work in progress, it was a step in the right direction.
I soon realized that transformative allyship and corporate compliance are deeply intertwined. Organizations that take accountability for DEI initiatives move beyond token gestures, ensuring commitments are measurable and sustainable. Integrating allyship into compliance frameworks helps align company values with actions, fostering an inclusive environment.
Transformative allyship isn’t a one-time effort; it’s a long-term commitment to systemic change. It requires courage, accountability, and the willingness to act, even when uncomfortable. Just as corporate compliance upholds ethical standards, true allyship demands ethical actions daily.
Practical Solutions for Integrating Allyship into Corporate Compliance:
- Track DEI metrics regularly and report on them.
- Create accountability structures with regular audits and goals tied to performance.
- Foster open dialogue around race, privilege, and bias.
- Support Employee Resource Groups (ERGs) and listen to their feedback.
- Commit to long-term, incremental change in DEI efforts.
By aligning allyship with corporate compliance, organizations foster a culture where diversity, equity, and inclusion are not just goals but lived practices.
Moving Forward: The Path to True Allyship
Sitting back at my desk after a long day, I thought about all the times I had witnessed performative allyship—well-meaning but ultimately hollow gestures. But now, thanks to Maya, Claire, and others who were willing to step up, I saw how allyship could be transformed into something powerful, lasting, and real.
So, what does allyship look like in action? It’s speaking up when you see injustice. It’s making uncomfortable choices for the greater good. And most importantly, it’s committing to sustained action, where accountability and change are embedded into everything we do.
In the words of Maya Angelou, “Do the best you can until you know better. Then when you know better, do better.” It’s time to do better—not just in the workplace, but in every aspect of our lives. True allyship isn’t about a moment; it’s about a movement.
Raja Sengupta (www.linkedin.com/in/raja-sengupta-8a4619117) is a Corporate Lawyer in India