Male allyship: a softening market?

When considering how to close the disparity between the roles of men and women in business (including insurance) the role of men cannot be ignored. Here, Bermuda:Re+ILS explores the concept of male allyship – and how it can make a tangible difference.

“Many men believe they’re already doing their part, but there is a long way to go before women are fully equal to men – at work, in hiring, salary, benefits, mentoring and promotion; at home, in the unequal division of childcare and household labour between partners; and in leadership positions.” 

This opening to Promundo-US’s 2019 report, ‘So, you want to be a male ally for gender equality? (and you should)’, is eye-opening when it comes both to perception and disparity. Unfortunately, this statement remains relevant six years later, despite ongoing conversations about equity. 

As we have seen across the features in this issue, equality is desirable for several reasons beyond moral imperatives, including overall business success. (MSCI World Index, ‘Gender diversity keeps paying dividends’ report (March, 2023), found that firms with higher holistic equal representation scores (HERS) outperformed those with lower ones by 1.6% in 2022). 

This fact aligns with perspectives as showcased by Token Man’s ‘Male Allyship Report’ 2025, which reported that 53% of respondents said their business was better due to their allyship work (with only 2% answering negatively). Yet disparity remains. 

So, what is male allyship, and why is it important? Literally speaking, allyship is defined as “the state or condition of being or having an ally (in various senses). Now chiefly: the state or condition of being a person who supports the rights of a minority or marginalised group without being a member of it.”

But what does male allyship look like? In 2024, the HeForShe Alliance published its ‘Male allyship toolkit’ detailing valuable guidance for those wishing to practise and improve male allyship to drive gender equality. The toolkit outlines allyship:

“As effective allies in the workplace, men actively engage in practices that confront [these] patriarchal systems in all their forms, working to dismantle the structures that sustain gender inequality. Male allyship, in this context, goes beyond just promoting gender equality and challenging sexist behaviours; it involves addressing the broader cultural and institutional practices that reinforce unequal power dynamics. In practice, male allies can dismantle systemic barriers by advocating for inclusive policies, challenging discriminatory behaviours such as discriminatory hiring practices and creating safe spaces for open dialogue about gender issues. These efforts not only advance gender equality but also benefit men by creating healthier, more equitable workplaces for everyone.”

The toolkit offers a list of behaviours reflective of an ally, as well as listing a series of activities to assist with these objectives. 

Speaking exclusively to Influential Women in Hamilton, Suzanne Wertheim, CEO of Worthwhile Research and Consulting, addressed a common concern among men regarding their role in advocating for women’s issues.

“I frequently hear from men that they feel nervous because they don't know where they fit in when it comes to women's issues and how they can help. Some men don’t want to insert themselves where they aren’t welcome and others feel they don’t have a role.

“But men can be enormously effective when it comes to ally work addressing gender bias because bullets and attacks that would do serious damage to women either won't be aimed at them or bounce right off them. For example, when a woman points out gender bias or even just speaks with authority when calling out other problems, she is likely to face retaliation or some kind of workplace penalty. Reassignment, exclusion from important meetings, getting a bad reputation as someone ‘difficult!’ and ‘aggressive’. She might even be pushed out altogether. 

“But men don't face these social and workplace penalties for this kind of behaviour. They are expected to speak with authority, and when pointing out problems, are often labelled as ‘courageous’ or ‘speaking like a leader’. So ally work is an amazing opportunity for men to take this imbalance and use it for good.”

Wertheim went on to provide some simple guidance for getting started as an active ally.

“For example, if a woman is interrupted in a meeting or isn’t given a chance to speak, a male ally can jump in. ‘Olivia, I think you were interrupted. Can you tell us more about what you were saying?’ Or, ‘Sophia, I feel like you haven’t been getting a chance to speak. What are your thoughts?’

“Especially for men in leadership roles, monitoring for problems and jumping in to help can have an enormous impact while still being extremely low risk. And, once you have demonstrated that you are trustworthy and have good intentions, you can move from being reactive to proactive, asking women at work what issues they are facing and how they would like them to be fixed.”

To understand more about the topic and how it is realised, Bermuda:Re+ILS sat down with Deshay Caines, culture curator at Marsh McLennan, based in Bermuda, to gather insights. 

Progress has been made when it comes to gender equity in the industry, and more women are rising to leadership positions. Caines commented: “Gender equality has made great strides over the past decade, with more advocacy groups and women stepping into leadership roles. While progress is evident, we still have a long way to go, particularly regarding pay equity and other disparities.”

Cultural change takes time, and it often comes from the ground up in small, incremental changes. It cannot happen, at least not with any haste, if only the marginalised group is pushing for change.

“Men play a vital role in cultural shifts. They need to believe in and understand the problems of inequality and the systemic setbacks that women have faced in the past. It’s important for them to realise that having children, experiencing a menstrual cycle and being naturally more emotional do not hold women back."

Becoming an ally is about openness and a willingness to learn. It comes back to humility and embracing everyone for their own unique talents. Change cannot be forced; it has to be chosen. But this is something that can be encouraged through education and example setting. 

Caines said: “Shifting an organisation's culture is not a quick fix; it requires a deep commitment and understanding of the existing dynamics. Identifying inequities is crucial. This might involve recognising gaps in training and development or addressing a leader’s blind spots.

“Transforming culture takes time. Simply spending a few months conducting a few training sessions won’t suffice. It’s essential to realise that culture isn't “fixed”; it requires ongoing effort and adaptation.”

Allyship has the potential to better everyone’s experience, even if it feels at first like a long road. It’s vital to understand that when employees are appreciated, well compensated, and their voices are heard, they perform at their best.

Sharing in experiences and spreading the load can be enriching for everyone. We are seeing meaningful change in attitudes and behaviours towards equity, and male allyship is something that should be embraced more broadly to further close this parity gap. 

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