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
Build a team
You can't do it all yourself (even if you have a co-leader), and don't expect folks from your Partner Group to have time to help you out.
While there's always a bit of an efficiency loss via splitting up duties and delegating tasks, going from a leadership team of one-two to five-six can have a huge impact. For allyship groups in particular, the more people you meaningfully empower in leadership roles, the greater your capacity for programming, and the more likely those people are to deepen their own lifelong commitment to allyship.
Dividing and delegating
MBA students bite off more than they can chew. Taking on a leadership role within the allyship club is no exception.
Give people discrete roles that have tangible outcomes (e.g. planning an event, writing a newsletter, updating a website). The Events and Programs page has a ton of options in which the planning has already largely been done for you.
Don't give any one person too much work, even if they ask for it; when push comes to shove, almost all students will prioritize career over all extracurriculars when they have too much to get done. You absolutely will need to remind people about deadlines. Make an agreement with every person who commits to some aspect of this work on how they like to be reminded about upcoming deadlines and responsibilities.
Hopefully your leadership team will have participated in and even shadowed the programming they are set to lead. Even if they have done so, however, expect to provide support and assistance.