В RX Global превратили союзничество в ежедневную практику доверия и поддержки

For Allyship Month, myGwork spoke to colleagues and managers at RX about what allyship looks like in practice. Far from a passive label, true workplace allyship is a two-way street—a collaborative partnership built on trust, daily curiosity, and consistency. It’s a culture where colleagues proactively learn from one another, and where managers intentionally lay the groundwork to elevate and advocate for their teams. As our colleagues have discovered, this mutual bond doesn’t just support individuals; it gives leaders the insights and courage they need to challenge the status quo and back every employee fiercely. For Marina Kelly and Casey Edwards, this culture has created a workspace where they can bring their full, authentic selves to work. For their managers, Kyra Thomas and Richard Prentirce it’s proof that fostering inclusion leads to greater workplace outcomes—and is the very definition of great leadership. From colleagues: what allyship feels like Q: From your experience, how has Allyship developed for you at work? (Casey): Workplace allyship didn’t happen overnight; it grew through small, daily interactions where I felt safe to speak openly and valued as an individual. That steady support built an inclusive environment that now feels entirely natural rather than exceptional. My manager, Richard, laid the groundwork early on simply by leading with genuine curiosity. Over the years, his vocal backing of my ERG projects and his encouragement to step into leadership roles came at a time when I was still finding my feet. Knowing he has my back has ultimately given me the confidence to tackle major challenges head-on, both in my day-to-day role and beyond. Q: How has your manager’s allyship helped you be at your best? (Marina): From my experience as an employee, having an allyship-leader means feeling seen, respected, and supported both professionally and personally. It is not about preferential treatment, but about genuine understanding, appreciation, and the willingness to be there for one another—regardless of whether support is obviously needed or not. Such a leader creates trust and psychological safety, listens to me, values my perspective, and stands for fairness and equal opportunities. This is exactly what I experience in my current position, and I am very grateful for it. Kyra has proactively created a new level of allyship for me. Throughout my working life, I have been fortunate to have mostly positive encounters and experiences, so I had never really considered what allyship could mean or how meaningful it can be. Through her way of leading, I have come to understand that allyship goes beyond simply having positive relationships—it means actively creating a space where people feel understood, supported, valued, and genuinely seen. Q: What have you learned about the meaning of allyship? (Casey & Marina): We’ve learned that true allyship is a two-way street—a collaborative relationship rooted in mutual learning. While an ally provides essential advocacy, we provide the ground-truth insights and trust that help our managers grow alongside us. This bond gives leaders the confidence to take strategic risks, champion diverse perspectives, and find the courage to back every employee in the room. Allyship isn’t static; what someone needs changes over time, and the most impactful partnerships are those that evolve so both leader and team member elevate each other. That’s precisely the kind of leadership we’ve experienced firsthand. From managers: what allyship looks like in leadership Q: What does allyship mean to you? (Richard): For me, allyship means three things. Firstly, being human. Building genuine connections with people, regardless of our differences, and being inclusive. Secondly, being empathetic. Recognising that everyone brings different experiences, perspectives and challenges to work – many of which we may never fully see or understand ourselves. Great allies are curious, take the time to listen, learn and engage. Finally, being supportive. That means creating opportunities for others to succeed, speaking up when it matters, championing causes you believe in, and helping people have the confidence to do the same. At its heart, allyship in the workplace is about making people feel valued and creating a space for them to do their best work. Q: How can managers be good allies in practice? (Kyra): I believe managers are good allies when they lead through action. That includes creating psychological safety, encouraging diverse viewpoints, being conscious of unconscious bias, advocating for team members who may be underrepresented, and addressing concerns promptly and respectfully. As managers, we set the tone for our teams, so allyship needs to be visible through our decisions, behaviours, and everyday interactions, not just through policies or training. Q: What advice would you give other managers, colleagues or leaders? (Joint – Richard & Kyra): I’d encourage managers and leaders to listen first, stay open to learning, and be intentional in their actions. Inclusivity isn’t built through policies alone; it’s built through everyday decisions, conversations, and behaviours. When we create environments where everyone feels heard, respected, and able to contribute, both people and businesses benefit. Our best advice is simple: don’t overcomplicate it. You don’t need to have all the answers to be supportive. Instead, make openness and curiosity your baseline. When you lead with a genuine desire to learn, you create an environment where respect is non-negotiable and continuous growth happens naturally. Approaching leadership this way often brings the best kind of surprises. When you genuinely lean into curiosity, you’ll discover talent, solutions, and perspectives that shake up your own thinking in the best way possible. True allyship lives in the ordinary, day-to-day moments: who you listen to, who you back, and how you build a culture where people can bring their best selves and do their best work.” Allyship at RX Q: How is allyship different from mentorship? (Casey & Marina): From our perspective as LGBTQ+ professionals, the difference comes down to individual growth versus structural change. Mentorship is usually focused on personal career development: sharing advice, offering guidance, and helping someone navigate the corporate landscape. But as LGBTQ+ individuals, mentorship alone isn’t always enough if the workplace culture itself isn’t inclusive. That’s where allyship comes in. Allyship is about active, day-to-day advocacy—it’s a commitment to ensuring the environment around us is safe, respectful, and equitable. While a mentor helps you plan your next step, an ally stands beside you to ensure you have a fair, welcoming space to take it. We need both to truly thrive. Q: What are some simple ways people at RX can look for allyship opportunities? (Casey & Marnia): The best way to look for allyship opportunities is to start small, stay genuine, and build inclusive habits directly into daily workplace routines. In meetings and collaborative projects, this means listening intentionally and actively creating space for quieter voices. If you lead people, ask yourself whether everyone on your team feels equally able to contribute. If you are looking for allyship yourself, be open about what support looks like for you — many people want to help and simply need clarity on how. RX Global is a proud partner of myGwork, the LGBTQ+ business community. Find out more about LGBTQ+ friendly job opportunties at RX Global. In This Article: