‘I had to start somewhere, so I started small. Allyship doesn’t have to be a big, sweeping gesture’

Jade Craswell is the Chief Executive Officer of PATA (UK), the largest voluntary sector provider of early years childcare and education support in Gloucestershire. She shares how small steps can lead to a more inclusive organisational culture

Being an ally means supporting people from marginalised groups.  As a white woman, I have lived experience of gender inequality, but true allyship is intersectional and recognises that people hold overlapping identities that can compound their experiences of discrimination. 

When I first started reflecting on inclusion, honestly, I was scared.  Inclusion and allyship was important to me, but I didn’t know much more on the topic.

I was scared of getting it wrong and afraid I might upset someone if I used the wrong words.  People within my organisation were kind and had the best intentions and it felt safer to conclude that we were inclusive because we were all caring people. Yet, I knew I had to push towards true inclusion. 

This is especially pertinent at PATA as we operate in the early years sector, where the foundations for belonging, identity and self-worth are laid long before a child even starts school. Parents are children’s first educators and our role is to work in partnership with them. That means every family must feel welcomed, valued and genuinely listened to.  How could we do that if we didn’t practise allyship? 

“When we lead with genuine interest rather than certainty, we create a culture where questions are welcomed and encourage continuous learning”

 I had to start somewhere, so I started small. Allyship doesn’t have to be a big, sweeping gesture. Micro-level allyship focusses on everyday interactions and small, but consistent behaviours.  For example, actively listening to the experiences of others, using inclusive language or intervening to address subtle microaggressions. 

Creating everyday moments of curiosity and listening

Culture shifts don’t happen in formal strategies or policies; they happen in everyday interactions with people. Through the VCSE Alliance’s ‘Inclusion Allies’ programme I reflected on where power sits and - as allies – how we can use our voices to make space for others.

Rather than assuming how someone might feel or making decisions about what they like - ask them!  For example, this could be how they like to be addressed or what inclusion looks like from their perspective.

Importantly, this also means listening without trying to defend or explain. Listening with curiosity gives us insights that we might otherwise miss. Curiosity also helps address the fear of getting things wrong.  When we lead with genuine interest rather than certainty, we create a culture where questions are welcomed and encourage continuous learning. 

“An important part of creating an inclusive culture is recognising and addressing subtle behaviours that can unintentionally exclude or undermine others”

Modelling inclusive language

Language is one of the most immediate ways with which we can demonstrate allyship.  As part of my allyship journey, I have become more deliberate about the language I use, choosing words that are inclusive and accessible and avoiding assumptions.  For example, referring to ‘families’ rather than making an assumption about family structure, or routinely inviting everyone to share their preferred pronouns. 

Inclusive language helps us to value everyone for who they are. It’s about being aware of the language we use and the impact it might have on others. We must also remember that language evolves and so listening to others about the words and phrases they want to use and accepting these words change over time is really important. 

Consistently addressing microaggressions

An important part of creating an inclusive culture is recognising and addressing subtle behaviours that can unintentionally exclude or undermine others. Microaggressions are everyday comments or actions, often made without harmful intent, that can make someone feel marginalised or stereotyped. For example, repeatedly mispronouncing someone’s name, making assumptions about someone’s abilities, or minimising someone’s experience.    

“Often, it’s the uncomfortable moments that prompt the most honest reflection and the deepest learning” 

While these moments may seem small, their cumulative impact can be significant.  Like other aspects of allyship, I have found that the language we use matters. 

It’s not always easy to call out microaggressions, but when we do, it creates opportunities for learning.  Rather than accusing or placing blame, I focus on addressing the behaviour and inviting reflection.

Reflective questions I’ve found helpful include ‘I wonder how that could be interpreted differently?’ or ‘what assumptions might we be making here?’ or ‘whose perspective might we missing?’

For me, this is an ongoing, reflective journey. Leading inclusively requires us to remain curious, open and willing to learn, even when it feels uncomfortable. Often, it’s the uncomfortable moments that prompt the most honest reflection and the deepest learning.