One of the most overlooked aspects of diversity, equity, and inclusion (DEI) efforts is the role of people with power in inclusion work. Leaders, decision-makers, and individuals from dominant group identities often sit on the sidelines—not because they don't care, but because they don't feel invited. In 2025, creating inclusive workplaces requires more than just passion from marginalized communities—it requires active allyship from those with power. Engaging these individuals is not just helpful; it’s essential for meaningful, lasting change.
Why People with Power Hold the Key to DEI Progress
Inclusion efforts often falter when people with power remain uninvolved. Research, including the White Men’s Leadership Study, shows that 70% of white men don’t engage in DEI simply because they aren’t sure if they’re wanted. But their participation can make all the difference. Senior leaders have influence over company policies, team culture, and who gets seen, heard, and promoted. When they step up—by mentoring, sponsoring, funding ERGs, or joining inclusion strategy sessions—change happens faster and more sustainably. Without them, DEI work often fades with the news cycle.
Moving from Intent to Impact in Inclusion Work
Being an ally is more than showing up—it’s about using power for good. In one example, a senior leader who mentored diverse talent still felt disconnected from his impact. By developing a personal allyship strategy, he transformed from a well-meaning participant into a catalyst for change. His commitment inspired others in leadership to follow suit. This illustrates a key principle: Inclusion work is contagious when modeled from the top. Leaders must move beyond intention and take consistent, measurable actions that foster a truly inclusive culture.
How to Engage People with Power in Inclusion Work
To engage people with power in inclusion work, start by addressing what’s holding them back—fear of making mistakes, status threat, or feeling irrelevant. Then help them identify their sources of influence: positional authority, social capital, or proximity to dominant identities. Finally, help them discover their “why”—a reason for supporting inclusion that’s personal and authentic. True allyship isn’t performative; it’s recognized by others and grounded in empathy, humility, and action. When those with power lead inclusively, the ripple effect transforms entire organizations.
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