不良研究所

Becoming a better ally

Lindsey Dawson, Programme Head Engagement (integration and skills) and former Head of Region (North West) at 不良研究所, discusses her experience with allyship training and how it鈥檚 changed her approach to supporting her colleagues.

Recently, I volunteered to participate in allyship training with some of my 不良研究所 colleagues. However, my journey into allyship didn’t start with this programme. I’d say it began much earlier, rooted in my interest in coaching, mentoring, and developing others. As a manager, I see it as my responsibility to support my team to be the best they can be, and that also means recognising the need to constantly learn and grow myself.

Over the past year, I’ve had the privilege of managing and coaching individuals from a global majority background and with different protected characteristics. These conversations often involved personal stories, shared with trust. Listening to those stories made me reflect on my own position and privilege and how much I still needed to learn about what it really means to be an ally.

When the opportunity to take part in the allyship programme came up, I saw it as a big step in that journey. I have members of my team who live with neurodiverse conditions and reduced mobility. Some of those team members even got to join me on the programme. My main goal was to better understand how I could be a more effective ally to these colleagues, as well as sharing this learning across the sector we work in.

The programme itself was a great experience. Despite being delivered virtually, the facilitator quickly created a psychologically safe space where we could share our views honestly without the fear of being judged. One of the most important moments came at the end of the two-day course when we were asked to reflect on the actions we would take moving forward. Those reflections were woven into a poem that gave me goosebumps. It left me feeling empowered, inspired, and determined to be a better version of myself, for the benefit of others.

Connecting with others on the course was a big part of the experience, as we got to break out into groups and do various thought exercises and engage in conversation. This allowed me to reflect deeply on my own experiences and how they differ to others and reminded me how powerful personal stories are in helping us understand perspectives other than our own. And it reinforced the thought that allyship and inclusive leadership aren’t just the responsibility of managers. Everyone can, and should, take an active role.

That said, as a manager, I know I need to set an example. I try to live the behaviours and values that reflect the kind of inclusive, just society that we all want to live in. I don’t have all the answers, and I’ll never fully understand the lived experience of others unless I remain open and willing to create a space that allows people to feel comfortable to share their experiences with me. It’s also key that as leaders we take action from these conversations even when that may be challenging.

Within my own team, we’ve already taken several steps to improve working conditions for colleagues facing barriers, including how we organise events, where we place things like food and drink to ensure it’s accessible and how accessible our venues and communication methods are – such as what tools to use and how to share information that offers supportive adjustments. We’ve also shared our learning more widely across the organisation, making adjustments to how we run sessions and raising awareness of access issues.

I’m very conscious that the stories that have driven these changes are not mine to tell. But what I can share is the impact those stories have had on me. They’ve helped me think differently, speak up more, and be more vocal than I perhaps would have been in the past. I am being led by those people whose stories have been shared with me; none will be the same, but through active listening and curiosity we can reflect on our self and the influence in our own control to be an effective ally.

Becoming a better ally isn’t a one-off training or a badge of honour but a daily practice. It’s in the small decisions, the quiet support, the moments where you choose to be curious, to challenge, or to adapt. That’s why I see allyship as a crucial part of ‘everyday leadership’. It’s about creating environments where everyone feels seen, heard, and valued. Being an ally helps me lead in a way that’s more inclusive, more empathetic, and ultimately more effective.

Make sure to visit our ‘Everyday leadership’ campaign landing page for more information.

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