What it Means to Be an Ally

In our industry, allyship is not a concept with which many of us have familiarity. However, its importance cannot be understated. Allyship is using your own social advantages to help support one or more colleagues (or groups of colleagues) from less-advantaged positions. When we speak of less-advantaged positions we are including folks from marginalized or underrepresented populations, as well as folks in subordinate positions. Allyship can take various forms in the workplace. We’ll briefly describe two different types: Mentorship and Sponsorship.

Mentorship

Most of us are familiar with mentorship. In the workplace, mentors are typically in management positions. They take the time to identify promising future candidates for leadership roles—either those in lower ranking management positions, or those who are not in management—and use their experience, knowledge, and connections to provide guidance, educational opportunities, and networking experiences for their mentees. In inclusive workplaces, mentorship programs are open to all employees and those in management are encouraged to look for promising leaders from both groups that are well-represented and under-represented in management positions. Mentoring can be informal or formal. In formal programs, mentors are assigned to or matched with (typically) one to two mentees. In companies looking to address issues of inequity or underrepresentation, a strong mentorship program can be mindful of matching allies with subordinates from marginalized or underrepresented backgrounds. Mentors can use their power to address these issues and make meaningful changes that will impact both the mentees and the entire workplace in a positive way.

Sponsorship

Sponsorship in the workplace goes beyond mentoring. While sponsors take the time to identify subordinates with leadership potential, as mentors do, sponsorship is actively using your advantaged position to advance the careers of these candidates. Sponsorship is often informal, but it can be made into a formal program. As a sponsor, someone in management identifies and advocates for a subordinate with leadership potential to help them acquire the knowledge, skills, and connections necessary to put them on the fast track to leadership roles. Sponsors, in essence, put their own good names on the line to recommend individuals who they believe have the potential to succeed in management positions.

In cases of informal sponsorship, it is of crucial importance that sponsors recognize the need to look beyond their own social groups to identify candidates for leadership. The next great leaders might not have the same educational experiences, might not have grown up in the same area, and might come from vastly different backgrounds. Will those people get the chance to move up the ladder, or will they be overlooked for someone who might have the right connections but not have the same potential?

Use Inclusive Language and Actions

Being intentional with the words and phrases that you use can avoid biases. Using terminology that includes everyone will resonate more and everyone will feel a sense of belonging. We must even be cautious with common phrases because they could be misinterpreted. One example of familiar language that could be considered exclusive is, “All right guys, here we go!” This phrase excludes women and may send a silent unwelcome message to the attending females. An alternative phrase to consider would be, “All right everyone” or from a Southern aspect, “All right y’all”.  

Although the word “blacklist” has a true English definition, a sensitive consideration should be held and an alternative word used such as “deny list”. Making a conscious effort to refrain from using exclusive language shows individuals that everyone is welcome. We should opt for more inclusive terms instead of gendered terms that add nouns at the end such as saying salesperson instead of salesman. An example would be, “When we hire the new senior director, he will have a full agenda.” This sends a message that the goal is to hire a male or could make the assumption that only males could be senior directors. When making points or statements, the fictional individual could be “they/them/their” instead of “he/she”.  

Be Open to Feedback and Willing to Learn

The feedback process is important as it involves identifying and discussing future opportunities. To effectively embrace feedback, it's important to approach it with an open mind, demonstrating your interest and care in receiving input. Avoid going into a defensive mode and instead, set aside your ego and refrain from reacting defensively. Seek clarification if the feedback is unclear, demonstrating soft leadership skills such as active listening, maintaining eye contact, displaying positive energy and body language, and taking notes. Finally, express gratitude by thanking the person providing the feedback and consider following up with them at a later date for further discussion.

To embrace personal growth as an ally, it is crucial to accept continuous, well-rounded coaching and feedback. Being open to change is key, as it allows for adaptation and improvement. Leading with empathy involves actively listening and making genuine connections with others, while striving to understand and support their struggles.

Article Contributors:

Pam Harris, Director of Marketing & Supplier Diversity with ASW Global

Casia Howard, Human Resources Manager with Romark Logistics

Jorge Mendoza, Distribution Manager with Saddle Creek Logistics

Constance Armstrong, HR Project Manager with Barrett Distribution Centers

Chris Verst - Verst Logistics

Chris Verst, currently serving as the director of transportation at Verst Logistics, has a diverse background that includes experience in various business units. Before his current role, he worked as a business process manager in the Verst Warehouse and Fulfillment business unit for 2 years. Prior to that, he was the manager of business administration in the Transportation business unit.

Before joining Verst, Chris served as a Lieutenant in the U.S. Navy as an information warfare officer. His experience in the military provided Chris with valuable skills that he has been able to apply in his roles at Verst. Contact Chris here.

B.J. Patterson - Pacific Mountain Logistics

The Texas born CEO is a professional logistics executive and U.S. Navy Veteran, working throughout the world. Mr. Patterson spent the last 25 years working in the logistics field, working in every aspect of the business from transportation to warehousing.

Mr. Patterson sits on several industry boards and the local county Workforce Development Board and was also a 2019 Peter Drucker Award winner for Excellence in Supply Chain & Logistics Management.

Mr. Patterson is also a co-chair for the IWLA California Chapter and actively advocates for the 3PL warehousing industry in the state of California and on a federal level. Contact B.J. here.

How to Be an Ally for Racial Diversity at Work

Language about diversity, equity and inclusion is prevalent in the workplace and online, especially when it comes to race. But what does it really mean to be an ally for DEI? And what is the best way to support racial diversity in your workplace? Read More

7 Ways to Be a More Inclusive Colleague

When everyone feels safe and welcome at work, companies thrive. Belonging is a deep human need. It’s the core of productive teamwork and collaborative relationships. I believe that most employees genuinely want to contribute to such a culture, yet despite these good intentions, too many people still end up feeling undervalued, misunderstood, or excluded. That’s because for too many organizations, diversity, equity, and inclusion (DEI) is just an abstract idea. For inclusion to truly take hold, it must be rooted in action. Read More

3 Ways to Be a Better Ally

"We're taught to believe that hard work and dedication will lead to success, but that's not always the case. Gender, race, ethnicity, religion, disability, sexual orientation are among the many factors that affect our changes," says writer and advocate Melinda Briana Epler, and it's up to each of us to be allies for those who face discrimination. In this actionable talk, she shares three ways to support people who are underrepresented in the workplace. "There's no magic wand for correcting diversity and inclusion," she says. Change happens one person at a time, one act at a time, one word at a time."

The IWLA DEI Council is comprised of representatives from our member companies who work together to research and share with the Association data, issues, innovative thinking, case studies, and best practices in the area of diversity, equity, and inclusion for the benefit of its members.

One focus area for the Council is growing the workforce. We hope to bring new, innovative ideas for attracting people and finding traditionally-overlooked talent. This includes labor, supervision, management, and ownership. We also want to attract people into the industry by bringing to light and sharing with them the available opportunities. While our industry has a very diverse workforce now, we need to show what a great opportunity it is for people of all walks of life.

• Tom Landry is Chairman of Allegiance Staffing, and the Chair of the IWLA Diversity, Equity, & Inclusion Council.
• Pam Harris is the Director of Marketing & Supplier Diversity for ASW Global, and the Vice Chair for the IWLA Diversity, Equity, & Inclusion Council.

Questions? Contact Angela Moore or call 847.813.4687

Are you interested in participating in the DEI Council to develop education content, and keep members in the know about what is happening in the workforce around us? This is included in your membership. Let us know here!

The IWLA Diversity, Equity, & Inclusion Council Update is designed to promote the benefits of a diverse workforce and diverse company leadership.