As discussions around diversity and inclusion continue throughout the insurance sector, leaders have emphasised the importance of being a strong ally to minority groups – and not just engaging in so-called ‘performance allyship.’
Vievette Henry, head of organisational effectiveness and inclusion at AIG says the key to being a good ally is to have genuine intentions, and to be on the lookout for groups who aren’t being represented within your organisation. Henry was recently a panellist at New Zealand’s Dive In sessions, where she discussed the importance of leadership from those in positions of power and privilege.
“To be an ally we really need to be supportive, intentional, and be very aware of our circumstances,” Henry commented.
“As an ally, we need to be looking around the room and understanding who’s not there, paying attention to who isn’t speaking up. Those of us who are the majority and have privilege need to pay attention to the minority, and we should never again have a conversation where we as leaders and managers say ‘we didn’t know’ – because we should have known.”
Henry noted that while conversations in the US have been predominantly around the Black Lives Matter movement, marginalised groups exist within every society across the globe. She says it’s vital for leaders to be aware of who these groups are, to determine whether they’re being represented, and to think about how they can lift them up to create better equity within their firm.
“To be a true ally, we really need to get involved and see who’s missing,” she said.
“In every part of the world that you can think of, there are lives being marginalised, and so no matter whether it’s LGBTQ+ talent, indigenous talent or women, we should always be looking out for those groups, and that’s what a true ally will do.”
Lisa Fletcher, talent, learning & inclusion leader – Pacific at Marsh says that good allyship always starts with being aware of your own privilege, and this in itself can be a significant journey for many people.
“Allyship to me is about using the power and privilege that I have to achieve better equity for other people, and obviously that starts with being aware of our own privilege, which we don’t always appreciate,” Fletcher said.
“I am an ally in the workplace to anyone who needs me, and part of that is in the job that I do, which does give me that formal platform from which to advocate on these issues – but anyone can be an ally. You don’t have to have ‘human resources’ or ‘diversity and inclusion’ in your job title.”
“Being an ally to me is really about being a champion, an advocate, an educator and a confidante for the people that need it, regardless of what their individual defining characteristics are,” she explained.
“It’s not about putting a sticker on your laptop or a flag on your desk, and it’s important to avoid what we call ‘performance allyship’ where we build ourselves up as allies, but take no real action. That leaves those we proport to represent feeling a little disenfranchised. Allyship should be because you care, because it’s the right thing to do, and because you want to make a change.”
Marcus Pearson, New Zealand country head at Marsh noted the company’s Diversity and Inclusion Council, which consists of colleagues from different backgrounds from across the organisation and aims to “promote an inclusive culture” for all Marsh colleagues. He says organisation leaders need to take the time to really listen, and to use their platform to drive the culture they want to see.
“I’m really proud to have led the Diversity and Inclusion Council for Marsh, which gives us a platform as senior executives to try and effect real change,” he said.
“We need to come at this with a sense of compassion, curiosity and to try and understand. We’re all learning on this journey, and that’s a good place to come from.”
