Allyship isn’t just about personal commitment—it’s about sparking a ripple effect. In fact, neuroscience shows our brains are wired for emotional contagion: we instinctively mirror the attitudes and actions of those around us. That’s why allyship becomes contagious when leaders and peers model it openly. By focusing on three research-backed allyship strategies—modeling, vulnerable phrases, and storytelling—you can create lasting cultural change in your workplace and inspire others to follow your lead.

Allyship Strategy #1: Modeling

One of the most powerful ways to make allyship contagious is by modeling it. As leadership coach Brandon Wilson reminds us, “Modeling is the best teacher.” When leaders consistently show inclusive behaviors—listening actively, giving credit, advocating for underrepresented voices—they set the tone for entire teams.

But modeling alone isn’t enough. Employees at different levels often need concrete examples that bring allyship to life. That’s where intentional storytelling and everyday actions come in. By combining consistent role modeling with real stories, leaders bridge the gap between intention and impact, encouraging others to join in.

Allyship Strategy #2: Vulnerable Phrases

Allyship grows stronger when leaders and peers are willing to show vulnerability. Research shows that phrases like “I used to think that too” or “Here’s what shifted my perspective” build psychological safety. These moments of openness signal that it’s okay to have questions, to acknowledge bias, and to grow together.

When leaders share their own missteps or discomfort, they give others permission to do the same. This creates space for more authentic conversations about inclusion and encourages hesitant colleagues to step into allyship without fear of judgment. Vulnerability doesn’t weaken allyship—it strengthens it.

Allyship Strategy #3: Storytelling

Storytelling is one of the most effective tools for spreading allyship. As john a. powell of UC Berkeley’s Othering & Belonging Institute emphasizes, stories connect us on a human level. When employees hear first-hand experiences of bias, exclusion, or support, it builds empathy and drives action.

Organizations can make storytelling part of their culture through fireside chats, panel discussions, or internal spotlights. When people share their experiences—whether it’s overcoming bias or standing up for a colleague—they normalize allyship behaviors. These narratives stick with listeners long after facts or statistics fade.

Making Allyship Truly Contagious

Allyship spreads when people see it in action, hear it in stories, and feel it through vulnerability. Modeling inclusive behaviors, using phrases that invite dialogue, and sharing authentic stories all create a chain reaction of influence.

If you want to make allyship contagious in your workplace, don’t just talk about inclusion—demonstrate it, share it, and invite others in. The ripple effect you create may be the spark that transforms your organization’s culture.