The 5 S’s of engagement: Navigating your path through allyship
Updated: Oct 12
In a world grappling with injustices and inequities, the term "ally" has become a familiar concept. But what does it truly mean to be an ally? Is it merely a label, or is it a continuous journey? And should we expect to sometimes move backwards along this journey and at different speeds?
During a recent conversation with a friend, we found ourselves having a good ole time theorizing about the nuances of "allyship" — a topic and term that has gained prominence in recent years, particularly after the 2020 pandemic and the spotlight on racial injustices that led organizations to pledge to improve their workplaces to be more fair, inclusive, and psychologically safe. We discussed how the word "allyship" has often been used without substantive action, leading to perceptions of performativity.
We agreed that the issue might not be with the term "allyship" itself but with the need for more precise language to describe varying levels of engagement. Together we started talking through what these levels could be, with the thought that providing more precise language would be helpful to everyone.
I believe that allyship isn’t a linear and direct path from zero to full activism. Instead, it’s a journey where individuals engage and learn more about issues at their own pace. Engaging at different levels is natural, and a person’s level of involvement can vary based on their understanding and commitment to a cause. It’s important to recognize that someone isn’t a poor ally for having less engagement at times, nor is someone a perfect activist for being highly involved. Engagement can fluctuate, and it’s unreasonable to expect consistent levels of involvement for every cause.
To better describe this journey, I’ve developed a framework outlining five tiers of allyship as I see it. This framework introduces a spectrum of engagement, moving beyond a simple black-and-white view of allyship. It acknowledges that people can have sincere concern about injustice while engaging at different levels and speeds. By understanding these tiers, we can create space for everyone who is genuinely interested in supporting justice, regardless of their current level of involvement.
The 5-S Tiered Allyship Framework
Level 1: Sympathizer
Phase Description: Sympathizers recognize issues of injustice and have a sense of concern about what they see happening, but they do not take action. Their concern often fades once the immediate situation is no longer visible.
In the Workplace: Sympathizers might notice instances of bias, such as a colleague being excluded from important meetings or an uneven distribution of assignments based on gender or race. They may recognize inequities, such as disparities in promotion opportunities or salary differences among employees of different backgrounds.
Sympathizers, however, typically do not take any proactive steps to address these issues or engage in conversations or actions aimed at resolving them. Their awareness of these issues often remains passive, without translating into any tangible effort or advocacy.
Example 1 (Individual or Group): You see a coworker being excluded from team meetings and think, "That's unfair." You might discuss it briefly with friends or colleagues but do not take any further steps to address the issue.
Example 2 (Community at Large): You come across an article about gender inequality in your industry and feel upset about the statistics. However, after a brief moment of reflection, you move on to other news and do not take any action to address the issue
Level 2: SUPPORTER
Phase Description: Supporters engage by learning more and taking initial steps to address injustice. They express their concern and seek to understand the problem more deeply.
In the Workplace: Supporters seek out opportunities to listen to discussions about equity and may even share information they’ve learned from articles or resources on bias and equity. Supporters may also engage in activities aimed at addressing these issues, such as attending diversity training sessions, supporting employee resource groups, or participating in initiatives designed to improve workplace culture and practices.
Example 1 (Individual or Group): After reading about racial disparities in promotion practices within your company, you share an article on social media with a comment like, "This needs to be addressed," and ask your network for their thoughts. You also attend a diversity workshop to learn more about these issues.
Example 2 (Community at Large): You come across a campaign promoting LGBTQ+ rights and decide to research more about the challenges faced by LGBTQ+ individuals in your community. You engage in conversations with friends and family about these issues and sign petitions supporting LGBTQ+ equality.
Level 3: SPONSOR
Phase Description: Sponsors advocate for and support individuals experiencing injustice. They take concrete actions both in the presence and absence of those affected.
In the Workplace: Sponsors actively advocate for meaningful changes in organizational policies and practices to address inequities. They may push for the implementation of new diversity and inclusion policies, such as revising recruitment practices to ensure more equitable hiring processes or developing mentorship programs aimed at supporting underrepresented employees.
Sponsors also work to advance the careers of colleagues who face systemic barriers. This can involve mentoring these colleagues, advocating for their promotion, and ensuring they receive visibility and recognition for their achievements. Additionally, Sponsors might address issues such as unequal pay or lack of representation in leadership roles by presenting data and making strategic recommendations to senior leadership.
Example 1 (Individual or Group): As a manager, you notice that a promising employee from an underrepresented group is being overlooked for promotions. You actively mentor them, provide opportunities for visibility, and advocate for their advancement during review meetings.
Example 2 (Community at Large): You volunteer with an organization that supports victims of domestic violence. You help organize fundraising events, advocate for policy changes that support survivors, and work on initiatives that raise awareness about domestic violence in your community.
Level 4: SPOKESPERSON
Phase Description: Spokespersons use their influence and expertise to educate others and promote organizational justice. They lead initiatives and drive discussions that reach a broader audience.
In the Workplace: Spokespersons take a proactive role in leading and facilitating training sessions on topics such as unconscious bias, equity, and inclusive practices. They are instrumental in designing and delivering educational programs that help colleagues understand and address systemic issues.
Spokespersons actively contribute to policy discussions by providing insights and recommendations on how to create and refine organizational policies that promote fairness and inclusivity. They advocate for inclusive practices by working closely with leadership to integrate diversity and inclusion goals into the company’s strategic plan. This can include spearheading initiatives to improve workplace culture, leading employee resource groups, and ensuring that inclusivity is embedded in all organizational processes and practices.
Example 1 (Individual or Group): You lead a company-wide workshop on unconscious bias, sharing your knowledge and personal experiences to educate colleagues. You also write an article for the company newsletter about the importance of inclusive practices and engage in discussions with leadership to improve organizational policies.
Example 2 (Community at Large): You organize a public forum on racial equity, inviting experts and activists to speak. You use your platform to amplify their voices, educate the community about systemic racism, and advocate for local policy changes that address racial disparities.
Level 5: STRATEGIST
Phase Description: Strategists are deeply involved in creating and implementing comprehensive plans to address systemic issues. They focus on long-term, impactful changes.
In the Workplace: Strategists take the lead in developing and implementing comprehensive diversity and inclusion strategies. They proactively assume responsibility for creating actionable plans that address systemic inequities and promote a culture of inclusion. Strategists initiate collaborations with various stakeholders, including senior leadership, HR, and employee resource groups, to ensure alignment and support for these initiatives.
Strategists are accountable for executing the strategies by setting clear goals, allocating necessary resources, and managing cross-departmental efforts. Strategists actively monitor and evaluate the progress of equity initiatives, using data-driven insights to make informed adjustments and improvements. Their proactive approach ensures that the organization not only implements effective diversity and inclusion programs but also continually evolves to meet its equity objectives.
Example 1 (Individual or Group): You spearhead a company-wide diversity and inclusion strategy, which includes revising hiring practices, implementing mentorship programs, and setting measurable goals for improving representation at all levels of the organization. You track progress through regular reports and adjust strategies as needed.
Example 2 (Community at Large): You lead a coalition of local organizations to address educational inequities in underserved communities. You develop and implement a multi-year plan that includes policy advocacy, community engagement, and educational programs designed to address the root causes of inequality and support long-term systemic change.
Increasing Engagement and Impact
Understanding the distinct tiers of allyship provides a valuable framework for recognizing where individuals currently stand and how they can progress in their advocacy efforts. Each tier reflects a different level of engagement and influence, ranging from recognizing injustices to actively driving systemic change.
As individuals navigate through these tiers, their involvement evolves, and so does their impact on addressing inequities. However, it's crucial to recognize that advancing through these phases also entails increased risks. The deeper one engages in advocacy, the more visible and influential they become, which can lead to greater scrutiny and potential backlash. Higher levels of involvement often involve confronting entrenched norms and practices, which can disrupt established systems and provoke resistance.
As individuals take on more significant roles in advocacy, they may face personal and professional challenges, including emotional strain and increased accountability. These risks are an inherent part of deepening engagement and making a meaningful impact.
The next step is to explore how moving through these phases not only deepens engagement but also amplifies the effectiveness of one’s actions. By examining how increased engagement translates into greater impact and recognizing the associated risks, we can better appreciate the significance of advancing through these allyship tiers and the complexities involved.
Each subsequent phase involves a deeper commitment and a broader reach of influence:
From Sympathizer to Supporter: Transitioning from merely feeling empathy to actively seeking to understand and engage with the issue increases the depth of your involvement and can amplify awareness among your immediate circle.
From Supporter to Sponsor: By taking concrete actions to support and advocate for others, you have a more direct impact on addressing injustices and can drive tangible changes within your workplace or community.
From Sponsor to Spokesperson: Leading educational initiatives and advocating for change broadens your influence, impacting larger groups and contributing to organizational or societal shifts.
From Spokesperson to Strategist: Developing and implementing comprehensive plans to address systemic issues creates lasting, widespread change and ensures that efforts are sustained over time.
Understanding the Journey
It’s important to recognize that the journey along this continuum isn’t always linear. Moving between phases is common due to the demanding nature of advocacy work, personal life changes, or evolving perspectives. Everyone needs rest and recovery, and circumstances may shift, leading to different levels of engagement over time.
Additionally, there should be no judgment about where individuals fall on the continuum, as long as they are authentic and genuine in their efforts. Performative actions and virtue signaling detract from meaningful engagement and can be problematic. Instead, focus on your authentic engagement and growth.
We should also avoid imposing expectations on others. Just as we wouldn’t expect an athlete to excel in every sport or a competitor to perform at every level, each person’s journey through allyship and advocacy is unique. Our goal should be to be where it is appropriate for us, continually growing and developing as empathetic and socially aware individuals.
Conclusion
The 5-Tier Allyship Framework offers a way to describe your current phase of engagement with organizational and social justice issues. By understanding where you are and identifying how you can move to the next phase, you can make a more significant impact both in the workplace and in broader social justice efforts.
Call to Action
Evaluate your current phase within the 5-Tier Allyship Framework and consider how you can progress to make a more impactful contribution. Strive to use precise language when discussing issues of justice and allyship, as this clarity can enhance understanding and effectiveness. Avoid performative actions by focusing on genuine, sustained efforts that drive real change. Whether in your workplace or community, your commitment to meaningful engagement and responsible advocacy can help build a fairer, more inclusive society. Reflect on how you can move beyond surface-level involvement and embrace a deeper, more authentic approach to allyship.
