Beyond Good Intentions: How Men Can Move from Passive Supporters to Active Leaders in Gender Equity
As International Women’s Day (IWD) approaches on March 8, 2025, there are renewed calls for bold action. Whether following the UN theme of “March Forward” or the IWD theme urging people to “Accelerate Action,” most activities will feature predominantly women rehashing conversations we’ve been having for decades. Despite good intentions, we remain a depressingly long way from gender equity, which the World Economic Forum predicts won’t be achieved until 2158, a staggering 133 years from now.¹
While IWD events are crucial for continuing to advocate for women’s rights, our recent roundtable conversations with executives and industry leaders have highlighted a substantial gap: the active involvement of men in the pursuit of gender equity. If we accept that bold action is required to activate systemic and structural change, then that action must be driven by the most powerful people in the current system, which, in most cases, remains older white men. When men actively challenge bias or disrespectful behaviour and champion inclusivity, they disrupt the system and model the possibility of sustainable change.
The good news? Among men who actively participate in allyship, 97% report that it has made them better leaders and human beings.² The case for engagement is clear, but turning passive supporters into active allies requires understanding the current landscape and addressing the barriers that hold men back.
The State of Play: Where are We Now?
Generational Perspectives
Younger Men (Millennials/Gen Z): Can often see gender equity as a “solved” issue having witnessed visible progress in their lifetime and a perceived focus on women in the Diversity, Equity and Inclusion initiatives. They can be unaware of the systemic and gender bias challenges women continue to face today, and think that gender equality in the workplace has largely been achieved. An IPOS 2024 report notes that 60% of Gen Z men agree with the statement ‘equality is going so far it discriminates against men’.³
Mid-Career Men (Gen X): These men have witnessed the career challenges faced by their partners, friends, sisters and female colleagues (the norms and expectations that have impeded career progression). These personal connections create a mix of silent supporters and vocal allies. At the same time there are some in this middle layer who resent the focus on women and can be viewed as passive detractors.
Senior Leaders (Boomers): May be influenced by the experiences and challenges their daughters and granddaughters have, offering a unique opportunity to connect through personal stories. Men who have daughters or have personally known women who faced discrimination are more likely to engage in gender equality discussions. In fact, 42% of the respondents in one study had daughters, and many cited this as a key motivator for their awareness of gender equity issues.4 These family relationships create powerful opportunities for engagement.
The greatest opportunity lies with the ‘silent majority’; men who hold a neutral perspective or are not consciously aware of the ongoing challenges and opportunities women face, who could be shifted from passive to active allies through targeted engagement.
Why Male Allyship Matters: Why We Can’t Afford for Men to Stay Silent
Gender equity is not just a women’s issue; it’s a leadership, business, and economic priority. Men still hold the majority of leadership roles, giving them, in most cases, the influence and opportunity to drive systemic change. Without active male engagement, workplaces lose top talent, innovation suffers, and economic potential remains untapped.
Economic Impacts:
Decreased Productivity & Financial Performance: Research shows that companies in the top quartile for gender diversity are 25% more likely to outperform financially than their peers. When gender equity is ignored, businesses lose their competitive edge.5
The $128 Billion Economic Gap: The Women’s Economic Equality Taskforce reports that Australia’s economy could gain $128 billion by removing gender-based barriers to workforce participation.6
Innovation and Risk: Without diverse leadership, companies lose market opportunities, as diverse employees provide perspectives that can broaden understanding and reveal untapped markets. For more on this and other implications for innovation and risk management see our article; Innovation, Risk & Gender Equity.
Organisational Impacts:
Talent Drain: When women perceive that their career progression or fair remuneration is not matching their male peers, they look for opportunities with organisations that can demonstrate a commitment to gender equity including those that invest in their female talent pipeline.
Reputational Damage: Procurement and hiring decisions increasingly favour gender-equitable organisations. Failing to act means losing business and top talent.
Reinforcing Stereotypes (and Culture): When men don’t actively challenge bias, discrimination persists, impacting the careers of women and other marginalised groups.
To watch the video and learn more, click here.
The Benefits: Why We Should Act Now
The goal of gender equity is not just fairness, it’s about unlocking the full potential of all individuals, businesses, and economies. When men challenge bias, advocate for equitable policies, and model inclusive leadership, they break echo chambers, amplify diverse voices, and create stronger, high-performing teams.
Stronger Leadership & Workplace Impact
Legacy & Leadership Growth: Gender equity is one of the defining leadership challenges of our time. Male allies develop higher emotional intelligence, making them more effective leaders in today’s diverse workplaces.
A Stronger Talent Pipeline: When men advocate for equitable hiring, promotions, and mentorship, more women move into leadership, creating a more resilient and diverse workforce.
High-Performing, Innovative Teams: Diverse teams drive creativity, problem-solving, and engagement, avoiding groupthink and stagnation.
Societal & Personal Benefits:
Work-Life Balance & Well-Being: Men who share caregiving and domestic responsibilities report higher life satisfaction, stronger relationships, and improved mental health.
Reducing Harassment & Gender-Based Violence: Gender equity creates a culture of respect, leading to safer workplaces and communities. Men’s active involvement is key to breaking cycles of discrimination and violence.
Active vs. Passive Allyship: Understanding the Distinction
Active allyship involves intentional, consistent actions to support and advocate for marginalised or under-represented groups. In contrast, passive allyship is characterised by a lack of action; individuals may agree with the principles of equality but do not take steps to address unfair practices or discrimination. Men often say they are unsure what to do, so providing examples and clarity of what active allyship looks like is important.
Examples of active vs passive allyship in action:
Supporting a Woman to be Visible Example
- Passive Allyship: A male colleague notices that a woman’s idea was ignored in a meeting, but later a man repeats it and gets credit. He recognises the bias but does nothing to address it.
- Active Allyship: Instead of staying silent, he immediately interjects and says, “Actually, that was Sarah’s idea. I think we should hear more from her on this.” He also makes a point to amplify women’s voices consistently in meetings.
Workplace Harassment Example
- Passive Allyship: A male employee overhears a sexist joke in the office but chooses to ignore it, feeling it’s “not his place” to intervene, or uncomfortable that speaking up will make him seem less ‘one of the blokes’.
- Active Allyship: The same employee calls out the inappropriate behaviour in the moment, saying, “That joke isn’t appropriate—respect is a core value in our workplace and that joke is disrespectful to women.”
Recruitment & Promotion Example
- Passive Allyship: A hiring manager agrees that diversity is important but doesn’t actively work to change the way hiring decisions are made. He continues hiring from the same talent pools without addressing bias in the process.
- Active Allyship: The hiring manager reviews job descriptions for gendered language, advocates for diverse shortlists, and pushes for structured, bias-free hiring practices. He ensures equal pay audits are conducted and challenges hiring panels to justify why a diverse candidate wasn’t selected.
Passive allyship is about believing in equality but not taking action.
Active allyship is about deliberately using your influence to create fairer workplaces, communities, and households.
Barriers to Active Male Allyship
While many men express support for gender equality in principle, some feel they lack the knowledge and fear backlash if they ‘get it wrong’ or risk exclusion with their peers. McKinsey’s Women in the Workplace report notes that managers play a central role in women’s career advancement and daily work experiences, yet less than half of women involved reported getting help from their managers to advance or navigate work challenges.7
Some of the factors that contribute to men’s reluctance to engage actively in gender equity efforts include:
- Fear of Social Repercussions
Men may fear backlash or ostracism from peers when confronting sexist behaviours or advocating for equity. There’s a difference between knowing something is the right thing to do and having the corporate culture that overtly supports and encourages you to take aligned action.
- Uncertainty & Lack of Knowledge
Many men support gender equality in principle but are unsure how to take meaningful action. There is a knowledge gap around gender bias, privilege, and systemic barriers that disproportionately affect women. Some worry about saying the wrong thing or making mistakes, leading them to remain silent rather than risk criticism.
- Lack of Organisational Focus or Incentives
In many workplaces, allyship is not tied to leadership expectations or performance evaluations. Without clear metrics for measuring inclusive leadership behaviours, many male leaders do not recognise the importance of prioritising gender equity efforts.
- Perceived Threat to Status or Power
Some men subconsciously see gender equity efforts as a threat to their own career progression. One of the underlying factors explaining men’s ambivalence to gender equity can be related to the fact that as the higher-status group in society, men might be seen as having more to lose than to gain from gender equality.8
- Cultural Norms & Masculinity Expectations
Traditional masculinity norms discourage men from engaging in “emotional” or “equity-focused” conversations. In male-dominated industries, allyship is often not modelled or reinforced, making it feel risky or unfamiliar.
Strategies to Foster A Culture of Active Allyship
So, what is the answer? How do we encourage more men to engage in supporting gender equity? The following begins a list of strategies to promote active engagement by allies in your organisation:
- Co-Creation, Not Saviorism
Emphasise partnerships with women in driving change, ensuring efforts are collaborative, and not paternalistic. Co-creation is about empowering, not leading.
The best male allies use their influence to elevate women’s voices, drive policy change, and challenge bias—without dominating the conversation. They recognise that their role is to elevate and amplify women’s voices and impact, providing opportunities for women to step into more visible leadership roles. This is about shared responsibility; encouraging men to advocate for system change and to be aware of situations where women can be supported, and for women to be able to step into those opportunities.
Example: A male executive notices that women’s ideas are often overlooked in team meetings. Instead of stepping in to “rescue” female colleagues or speaking on their behalf, he strategically amplifies their contributions.
- Engage Men at All Levels
Encourage executives to openly support gender equity. When male leaders visibly commit to and practice allyship, it sets a powerful example for others to follow.
Middle Leaders as Allies: Focus efforts on equipping mid-level male leaders with the skills and confidence to lead inclusively. When organisations equip middle-level leaders to be active allies, they can influence large numbers of people across the organisation. This requires awareness and education over the long term. (see point 3 below).
Example: An inclusive leadership program is rolled out for mid-level male leaders, equipping them with the skills to challenge bias and lead inclusively. The program ties allyship to leadership performance and managers are evaluated on their contribution to diversity and inclusion goals.
Executive Sponsorship: Encourage senior male leaders to sponsor high-potential women, advocating for their advancement and providing meaningful opportunities.
Example: The company launches a sponsorship program where senior male leaders commit to sponsoring high-potential women by advocating for their advancement. Executives ensure sponsored women are considered for leadership opportunities and gain visibility in high-impact projects.
3. Education and Awareness
Development programs that focus on unconscious bias, privilege, and the tangible benefits of gender equity equip men with the knowledge and tools to act; these sessions need to include the space for reflection and shared understanding. When organisations equip middle level leaders with the skills and confidence to lead inclusively, they become drivers of system change.
Example: The company launches conversation sessions to unearth the hidden biases and gender norms that are impacting middle managers, focusing on practical scenarios including:
- Bias in hiring & promotions (e.g., ensuring women are well represented as candidates)
- Performance reviews: Recognising the tendency to give men results-driven feedback and women personality-based feedback (e.g., “she needs to be more likable”),
- Sponsorship vs. mentorship, teaching managers how to actively sponsor women for leadership opportunities.
The training includes interactive discussions where male leaders reflect on their own biases and share challenges in fostering inclusion. Rather than focusing only on what women can do to navigate bias, the sessions emphasise what men can do to dismantle it.
To watch the video and learn more, click here.
- Creating Safe Spaces for Dialogue & Highlight the Benefits of Gender Equity:
Create dedicated forums where men can openly discuss gender-related issues in a judgment-free environment, fostering honest conversations and personal growth. By framing gender norms and biases as societal influences that have shaped everyone, rather than assigning blame, men are more likely to engage in self-reflection and see the issue from a new perspective. These discussions require time, sensitivity, and careful facilitation, as they involve unpacking deeply ingrained beliefs and cultural expectations.
As part of this process, men are often surprised to realise how much they have given up in pursuit of their career and the cost to themselves, their personal and professional relationships as well as their own mental health and well-being. By supporting men to appreciate the personal benefits at home and at work, it becomes very apparent why their involvement is critical in actively shifting the entrenched structural, systemic and gender bias barriers.
Example: The company introduces “Men for Inclusion” forums, confidential spaces where male employees can explore gender norms, biases, and allyship without fear of judgment.
Sessions are initially facilitated by qualified professionals, ensuring psychological safety and reflective, solution-focused discussions.
To watch the video and learn more, click here.
- Measurable Accountability with Clear Calls to Action
Provide men with specific steps they can take daily, rather than offering vague encouragement or expectations. Implement specific metrics to track allyship effectiveness that may include:
- Percentage of men participating in mentorship and sponsorship programs
- Promotion rates for women in teams with active male allies
- Engagement scores for women on teams with male leaders trained in allyship
- Retention rates for female talent in departments with strong male ally presence
Highlight and reward male leaders and teams that demonstrate sustained commitment to gender equity.
Example: Allyship is embedded into leadership performance reviews, ensuring accountability at the highest levels.
- Address Technology and Remote Work Dynamics
As workplaces become increasingly digital, it’s important that male allies are conscious of the ways in which virtual environments can exacerbate gender biases:
- Ensuring equal speaking time in virtual meetings; invite those who are quieter to provide input and ask questions
- Monitoring digital communication patterns for inclusive language. Be aware that sometimes without meaning to language can be patronising, sexist or racist
- Address “proximity bias” that may disadvantage remote workers, who are disproportionately women
Example: Leaders proactively invite quieter voices into the conversation and set ground rules for equal participation, including no interruptions and structured turn-taking.
- Intersectional Approaches
While gender equity is a great place to start, it is valuable to recognise that effective allyship must address multiple dimensions of identity:
-
- Provide education on how gender intersects with race, sexuality, disability, and other factors
- Tailor allyship strategies to support women with different identities and experiences
- Engage men from diverse backgrounds as allies to bring varied experiences and perspectives. In our work, we have often seen that men who are part of a marginalised or under-represented group, are active allies because they share the experience of being overlooked by the dominant senior group.
Example: The organisation actively includes employees from underrepresented backgrounds (e.g., men of colour, LGBTQ+ men, men with disabilities) in gender equity efforts and steering committees.
- The Role of Single-Gender Educational Initiatives
Research indicates that men are more likely to engage deeply and authentically in discussions about gender when they are in initially in male-only groups, this reduces the fear of saying the wrong thing and allows for honest reflection and growth.
Similarly, women’s single-gender forums play a crucial role in rebalancing the system, addressing cultural and societal conditioning, and fast-tracking women’s development in leadership contexts. This work is vital to ensuring we create sustainable pipelines of female talent.
Having worked, consulted and facilitated in this area for many years, we have seen the transformational impact of programs that go beyond tactical skills, and address the mindsets, beliefs and assumptions that hold women back. This transformative work resources women to become change agents within their organisations, and when complemented by male allies, super charges progress towards gender equity. To find out more about our work in this area download our summary guide here.
Conclusion
The path to gender equity requires more than good intentions—it demands active participation from men at all levels of organisations and society. By addressing the barriers that prevent men from becoming active allies and implementing targeted strategies to foster engagement, we can accelerate progress toward a more equitable world.
After 10 years of McKinsey reporting on women’s leadership in 2024 they noted: Over the past decade, companies have invested more energy and resources in women’s advancement. But the fragility of the progress in the pipeline highlights the need to do more. Despite companies’ efforts to activate managers and employees, the culture of work appears to be stuck. If one thing is clear, it’s that deep, systemic change—which requires reshaping people’s mindsets and behaviours—is hard to achieve and does not follow a linear path.
The evidence is clear: when men move from passive support to active allyship, organisations thrive, women advance, and men themselves benefit from more inclusive and balanced workplaces.
As reported in the Saturday Paper recently, the Chief Executive of Rio Tinto’s iron ore division Simon Trott told an audience this month that “we’ve got to do a better job explaining how diversity benefits us all”. (Rio Tinto implemented significant diversity efforts after a damning report was released in 2021).
Every man has a part of play in this shift and every day provides opportunities to take action, regardless of position or influence. By reinforcing the benefits to men of creating greater gender equity for the organisation, for society for our communities, we encourage them to take small, consistent actions, which can create powerful ripple effects.
As we approach International Women’s Day 2025, let’s commit to moving beyond good intentions to create a gender-equal world – one where all people can thrive and contribute their full potential.
References:
1. https://www.weforum.org/publications/global-gender-gap-report-2024/in-full/benchmarking-gender-gaps-2024-2e5f5cd886/
3. https://www.ipsos.com/en/millennials-and-gen-z-less-favour-gender-equality-older-generations
7. https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace
Leave A Comment