The death of Prof Jason Arday has prompted an outpouring of grief, reflection, and difficult conversations. Our thoughts remain with his family, friends, colleagues, and all those whose lives he touched.
Events like this can also affect people far beyond those who knew Jason personally. For many, the circumstances surrounding any untimely death can evoke feelings of sadness, anger, fear, frustration, or vulnerability. Others may be reminded of their own experiences of discrimination, exclusion, loss, or injustice. Some may struggle to find the words to express how they feel, while others may prefer to process events privately.
There is, ultimately, no single or "right" way to respond to situations like this.
When a significant event touches on issues of race, identity, belonging, fairness, or inclusion, the emotional impact often extends far beyond immediate personal connections. This creates what we might think of as a collective emotional toll, where people across organisations and communities experience the event differently depending on their perspectives, lived experiences, and individual circumstances.
For employers, leaders, and colleagues, moments like these provide an opportunity to reflect on how we support one another during challenging times. The question is not whether organisations can solve complex societal issues, but how they can create environments where people feel seen, supported, and able to bring their whole selves to work when difficult events occur.
One of the most important ways we can do this is through allyship.
In the wake of difficult events, we often see a mixture of responses. Some people speak openly. Others choose silence.
For many, silence can feel uncomfortable, particularly when conversations involve racism, discrimination, injustice or inequality. While some may interpret silence as indifference or even complicity, it is important to recognise that many people remain silent for many different reasons. Some may worry about saying the wrong thing or don’t feel that they have the knowledge of the topic to speak confidently, feel unsure about their role in the conversation and whether their comments would be welcomed, or lack confidence discussing experiences they have not personally lived or experienced.
Allyship is about actively supporting fairness, inclusion, and belonging for others, particularly when they may be experiencing exclusion, disadvantage, or discrimination. It is not a title someone gives themselves but an ongoing commitment to learning, listening, and taking positive action.
At its heart, allyship is not about having all the answers. It is about being willing to show up, remain present, and support others, even during uncomfortable or uncertain moments.
Events that occur outside the workplace do not stay outside the workplace. Employees bring their emotions, concerns, and lived experiences with them every day.
While leaders may not have all the answers, avoiding difficult subjects altogether is not necessarily a neutral response. Silence can sometimes leave colleagues feeling isolated or uncertain about whether their experiences and emotions are recognised.
This does not mean every leader should issue statements or attempt to provide commentary on complex issues. Rather, it means creating conditions where people feel safe to talk, reflect, and seek support if they need it.
Importantly, the responsibility for raising concerns or educating others should not fall solely on those who are most affected by a situation. Creating truly inclusive cultures is a shared responsibility. This is where allyship plays a vital role.
Allyship is for everyone. It goes beyond formal diversity initiatives or public declarations of support. Often, allyship is demonstrated through small but meaningful actions:
Effective allies do not assume they know what others need, nor do they speak on behalf of those affected. Instead, they listen, learn, and act appropriately. They recognise that inclusion is built through everyday behaviours, not just organisational policies.
Allyship is a skill set that can be developed over time. Some of the most important skills include:
Most importantly, allies take action when it matters. They recognise that unfairness, bias, and exclusion often persist when nobody feels able to speak up.
What happens when the topic or situation might feel just “too difficult”? We know that many people want to support colleagues but are unsure where to begin. The following approaches can help:
Acknowledge the situation. Avoiding difficult events can make them feel invisible. Try: "I know recent events may be difficult for some people, and I just wanted to check in."
Ask without assuming. Not everyone will feel the same way. Instead of making assumptions, ask: "How are you feeling?"
Listen without trying to fix. Support does not require immediate solutions. Sometimes people simply need to feel heard and understood.
Be willing to sit with discomfort. You do not need perfect words to show you care. It is okay to say: "I'm not sure I have the right words, but I wanted to check in." Being uncomfortable should not become a reason to avoid the conversation altogether.
Follow up. Support should not disappear once the immediate attention fades. Checking in again shows care, consistency, and genuine commitment to someone's wellbeing.
The death of Prof Jason Arday is a reminder that difficult events can have a profound and far-reaching impact on people, both inside and outside the workplace. While everyone will experience and process such events differently, organisations have an opportunity to respond with empathy, humanity, and care.
We do not need to have all the answers to support one another. By listening, checking in, creating space for conversation, and developing the skills of allyship, we can help build workplaces where people feel valued, supported, and able to navigate difficult moments together. Ultimately, inclusion is not defined by what we say in easy times. It is demonstrated by how we show up for one another when times are hard.
We also recognise that people may benefit from different types of support during difficult times. Our inclusive directory of mental health resources is designed to help people find support that reflects their personal experiences and intersectional needs. We hope it provides a useful starting point for anyone looking for support for themselves or someone else.