Best Practices Menu
- Mission Statement
- Theory of Change
- Curriculum, Goals, and Metrics
- Relationship to Partner Group
- The Allyship Journey
- Defining Membership
- Deciding Who To Target
- Leadership Team
- Allyship Lead, Program Leads, and Board descriptions
- Volunteer Management
- Allyship Training
- Event and Program Objectives and Evaluations
- Choosing Events and Programming
- Funding from Partner Group
- Other Funding Sources
- Skepticism and pushback
- Framing Your Work
Training dedicated folks
One of the biggest successes these programs have is truly equipping those who care with more tools to be better allies. A marketing professor said, "the easiest people to sell to are the ones who need the least persuading".
There is a common but misguided belief that people can be lumped into "getting it" and "not getting it". This way of thinking goes: anyone who seems nice, demonstrates understanding of a few D&I topics, and shows up to an allyship event "gets it" and working those who "get it" isn't as valuable as trying to persuade skeptics. Don't be deceived. There is a huge ROI on pushing dedicated folks toward greater conceptual understanding, self reflection, and opportunities to practice.
Furthermore, allyship group leadership will represent what the club and allyship means to your community. It is worth the time to provide additional training to these folks so that they can better represent what you're trying to achieve.
Lastly, a good training program means that the participants engage their fellow classmates to practice conversations about D&I. This means you'll be reaching those skeptical guys in one-on-one conversations while also helping the dedicated members to hone their skills. Two birds, one stone.
I've created an outline for a male allyship training program like this. It's comprised of six 2-hour trainings (one a month) with club leaders and enthusiastic members. Please modify as you see fit to better align with your group.