Start with Ally as a “verb” and Build that with Partnership
summary
Defines allyship as an active partnership and shows concrete practices: use reverse mentoring to redistribute power, apply the 3 Ds: direct derail delegate when bias occurs, and distinguish low‑risk “little a” from high‑risk “Big A” actions. Gives numbers and outcomes: an Intel case finds 96% progress when men engage vs 30% when they do not. Describes sponsor behavior (nominate, open networks), follow‑through responsibilities for partners, and IBM Embrace as a company program launched in 2020.
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chapters (6)
- 0:00Introduction
- 2:00Allyship Characteristics
- 6:12Healthy Conflict
- 8:40Benefits
- 10:00Ally Ship Actions
- 16:31Case Studies
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