When women thrive, we all rise: Why men are key to gender equality

“Gender equality is lowest in areas where both women and men are falling behind.” A statement from a 2025 King’s College report, which powerfully undermines one of the most stubborn myths about gender equality: that it’s a women’s-only issue – a competition between genders. In reality, everyone – including men – benefits when resources, power and opportunities are more evenly distributed.

The 2026 International Women’s Day (IWD) theme is ‘Give to Gain’, encouraging a mindset of collaboration, support and generosity – a particularly important call for men to become allies, engage in the gender equality agenda and offer support to women. After all, “When women thrive, we all rise,” says IWD. In fact, just a 5% increase in the number of women in employment would add £125 billion to the UK economy each year. Despite this, female representation at senior level remains minimal, with the number of female CEOs in FTSE 100 stalling at nine, and the UK gender pay gap sitting stagnant at 12.8%.  

Inequality is most often perpetuated through everyday norms – who is seen as having ‘leadership qualities’, who’s assumed to take time off work to care for a sick child, whose presence in the room is considered mandatory versus optional. These ‘norms’ are threaded throughout everyday decision-making and behaviour, but at a systemic level they advantage some groups over others.  

When gender meets intersectionality, inequity deepens

“If we’re going to reduce structural inequity, we have to start connecting different areas of disadvantage,” says FAIRER MD Dan Robertson. Intersectionality – the interplay between other protected characteristics, such as race, age and disability – remains an important consideration. For example, the pay gap widens for women from ethnic minority backgrounds; there is a 31% pay gap for Pakistani women, a 28% gap for Bangladeshi women and an 18% gap for Black Caribbean women. 

Furthermore, despite disabled women being one of the most marginalised groups in the labour market, employers rarely consider their experiences when designing policies, according to Close the Gap. This intersectional disparity is a result of the compounding effects of discrimination and bias in society, highlighting the critical need to address these inequalities from multiple angles.

Without intersectional analysis, organisations risk celebrating progress that is unevenly distributed – reinforcing advantage for those who are already benefitting most. Business leaders can begin by segregating employee data by protected characteristics to explore the interplay between them. “Look at the hard data but also the perceptual data,” advises Dan.

But data alone cannot drive change. To see real progress, organisations must examine the policies and processes behind the numbers: performance metrics, promotion criteria, sponsorship arrangements and informal networks that determine who advances and who plateaus. Businesses risk their inclusion efforts becoming performative if they don’t address these structural factors.

“We’ve helped our clients dismantle these barriers. For example, we supported a global professional services firm to design and deliver a nine-month programme to boost representation of female and ethnic minority leaders and advance under-represented talent,” says Dan.

Addressing institutional inequality calls for both systemic redesign and personal action. This is where allyship becomes essential, and men in particular have an important role to play in challenging bias.

Real-life examples of gender bias

In this next section we explore real-life examples shared anonymously by women navigating gender bias in the workplace, alongside suggestions on how allies can support, challenge bias and redirect the conversation towards inclusion.

1.    Gender and racial tokenism

Real-life example: “In a discussion about our company’s diversity initiatives, I was asked, ‘What’s your take as a Black woman on this?’ It felt like my opinion was only valued because of my gender and ethnicity, not my expertise. It also felt like I was being asked to be the voice for all Black women.”

This example highlights a deeper pattern of tokenism, where individuals from underrepresented groups are viewed as representatives for an entire group, rather than being recognised for their individual, professional experience. 

How allies can respond:

• Redirect: “Let’s hear everyone’s professional perspective on this matter.”

• Acknowledge: “I noticed you were singled out based on your identity. That’s not fair, I’m sorry that happened.”
  
  

2.    Gender and double standards

Real-life example: “I was told that I was being 'too aggressive' in a negotiation, even though my male colleague, who used the same approach, was praised for being 'assertive.' It was disheartening but not surprising to see the double standards. It’s like we’ve come to expect it and I’m not even surprised any more.”

This example highlights the ‘think manager – think male’ phenomenon. Coined by Dr. Schein in the 1970s, her research showed that the characteristics associated with effective managers were overwhelmingly linked to men rather than women. As a result, behaviours that align with traditional leadership stereotypes, such as assertiveness or ambition, are often interpreted differently depending on who displays them. In men, these traits are synonymous with confidence; in women, they are misinterpreted as unlikeable or abrasive. This double standard influences performance evaluations and promotion decisions, perpetuating bias and unfairly shaping what leadership looks like.

How allies can respond:

• Challenge: “I noticed June was described as aggressive, while Andy was praised. What does good negotiation look like?”

• Acknowledge: “I think your approach was effective and should be recognised as such.”
  
  

3.    Gender and exclusion

Real-life example: "I found out that an important meeting about a project I was working on was held without me. When I asked why I wasn’t included, I was told it was just an 'informal' gathering, even though all my male counterparts were there."

This example shows how gender bias can show up in everyday decisions. When women are consistently left out of ‘informal’ gatherings, impromptu conversations or social settings, it perpetuates unequal access to information, visibility and opportunities.

How allies can respond:

• Challenge: “"Why isn’t Faiza included in this meeting? Her input is crucial."

• Intervene: “I noticed Faiza wasn't on the calendar invitation so I forwarded it onto her.”

These examples are not one-off incidents. They are indicative of wider systemic patterns and biased behaviours. When exclusion is normalised, or ‘leadership’ behaviours (such as assertiveness) are gender-coded, or when expertise is overshadowed by identity, inequality becomes part of the culture. 

Leveraging allyship: calling men into the gender equality conversation

Men play a crucial role in shifting perceptions around gender equality, turning it from a women’s issue into a collective responsibility. When men actively engage in the conversation through active listening, challenging bias and advocating for women – they help break down the structural barriers that affect the entire workplace. 

What is an ally?

An ally is a person who collaborates and stands in solidarity with a group of individuals who are marginalised, in order to support the removal of the barriers that prevent that group from enjoying equal access to opportunities and basic rights in our society.  

Research consistently suggests that more inclusive workplaces are significantly more innovative. Progress for women does not take away from men. Men can become effective allies for women by using their influence, privilege and voice to create workplace cultures where everybody thrives. 

Let’s be clear – male allyship is not about rescuing women. It’s about challenging and redesigning unfair systems. True allyship requires those with privilege and influence to acknowledge how they may have benefitted from existing systems, and to remain engaged even when conversations feel uncomfortable. Our allyship checklist offers practical examples of how to support colleagues from underrepresented groups. 

5 strategies to challenge systemic gender bias in the workplace

Individual allyship matters, but it’s most powerful when coupled with systemic redesign. Below are five ways organisations can challenge bias at a fundamental level.

1.    Address disproportionate childcare responsibilities

Childcare responsibilities also play a significant role in the gender pay gap. Despite positive movements in recent years, women still tend to bear a disproportionate share of caregiving duties. These responsibilities often lead to career breaks, reduced work hours and less engagement in high-demand, high-paying jobs. Employers need to provide more flexibility and support for working parents, including enhanced parental leave policies, on-site childcare facilities, subsidised childcare and the endorsement of work-life balance.

2.    ‘Returnships’ to support returning-to-work mothers

Organisations should also offer ‘returnships’ for women who are returning to work after a career break. A returnship is an employment programme which offers the opportunity to reintegrate back into work after extended leave, without having to start in an entry-level role. Such opportunities offer women a structured and supportive environment to refresh skills and rebuild their professional networks, to encourage – rather than hinder – career advancement. For more, read our article Pregnancy and maternity leave at work: 6 essential things all employers should know.

3.    Mentoring and sponsorship programmes

Organisations should implement mentorship and sponsorship programmes to provide guidance, promotion and support to women in the workplace. Mentoring programmes can offer advice on career advancement, skills enhancement and self-advocacy. Sponsorship programmes can support the anti-bias agenda by mitigating the effects of unconscious bias that exist in the workplace, providing visibility for women around promotions, key projects and career opportunities. “Sponsorship is a fundamental driver to be able to accelerate employees up the career pipeline,” says Dan Robertson.

4.    Champion women’s employee resource groups

One of the most effective ways men can demonstrate allyship is by actively supporting women’s employee resource groups (ERGs). While these groups are often founded to amplify the voices and experiences of those directly affected by gender inequality, they are most effective with allyship support. Men should engage (not lead) respectfully in these spaces to gain insight into barriers they may not personally encounter, and become better equipped to challenge these barriers elsewhere in the workplace. 

5.    Promote conscious inclusion

Unconscious bias – the implicit, ingrained prejudices that affect thoughts and behaviour – can influence hiring, promotions and salary decisions, often to the detriment of women. For example, a survey by HiBob found that 16% of women received promotions, compared to 23% of men. By undertaking conscious inclusion training, leaders can start identifying and challenging existing biases in decision-making and business outcomes.

Ultimately, gender equality will not be achieved through one-off initiatives. It needs to be addressed through system redesign – dismantling and rebuilding the structures that allocate opportunities, visibility and reward to achieve a fairer workplace for all.

Let’s work together

For more information on becoming an effective ally in the workplace, view our Inclusion Allyship training, designed to equip you with the tools to challenge bias, become more consciously inclusive and champion the voices of underrepresented groups.

Want to talk about your inclusion project in more detail? Get in touch for a complimentary chat with one of our consultants.