The impact was felt far and wide, with businesses, communities and public services disrupted. Town halls were moving in-person business meetings to virtual, and we found ourselves writing to job candidates in support of their safety. A tangible sense of unease permeated the sector.
In challenging times, great leaders come to the fore, and arguably one of the most important qualities of a modern leader is allyship. It has taken on a new urgency, no longer simply a desirable quality; it is a necessity.
Local authorities, by their nature, are embedded within communities. Their workforces are often a microcosm of the community they serve, reflecting the diversity of the population. This inherent connection provides a unique opportunity for councils to be at the forefront of building bridges and fostering unity.
Senior leaders in local government have a pivotal role in shaping this work. They can be powerful allies, championing inclusion both within their organisations and in the wider community. Allyship is more than just a statement of intent. It requires sustained effort and a genuine commitment to understanding and supporting marginalised groups. We all want to be good allies, and performative allyship is easy. We can all shout about what we're doing and be visible, saying the right thing, but being a genuine ally takes time and effort to build trust and relationships and make a real impact.
Now is a good time to ask, ‘Where do I stand on the allyship continuum?' Am I apathetic or aware of some basic issues? Maybe I'm active in sharing and seeking diversity when I'm asked. Or am I an advocate who routinely and proactively champions inclusion? Allyship isn't just about fairness; it also improves innovation, engagement, and retention – no wonder it is a quality in demand.
Greg Hayes is a director at Tile Hill Executive Recruitment
