Allyship in action – building safer, stronger teams
As part of our Critical Mass work, we ask our Partners to share ‘what works’. This could be great programmes they’ve introduced in the gender equity space, or insight on how best to approach tricky environments. This is what Poppy Osborne from PA Consulting had to say had to say about the importance of allyship in UK defence and security.
By Poppy Osborne, people and change expert, PA Consulting
In July, I had the privilege of leading a powerful Critical Mass event for Women in Defence UK exploring how allyship, grounded in positive intent and psychological safety, can enable high-performing, inclusive teams. The session was aimed at building on the successful delivery of a bespoke gender allyship programme that we’ve run over the last 18 months reaching over 150 people.
We discussed the importance of self-awareness, shared accountability, and the role of both mentorship and sponsorship in breaking down systemic barriers. I also introduced team chartering as a practical tool to reduce anxiety and build confidence around inclusion conversations.
Allyship is a strategic imperative
So, what did we learn? Maintaining national security requires a skilled, adaptable workforce with multiple opportunities and development paths. Although the defence sector supports over 443,000 jobs, we know that gender imbalances and skills shortages persist.
A lack of younger recruits is another major challenge. According to our research, one in four Gen Z respondents are highly open to working in the sector, compared to a third of those aged 28-43. Worryingly, almost half (46 percent) of Gen Z respondents have weak, or no, openness to a role in the sector.
Therefore, creating inclusive environments in defence isn’t just a moral imperative - it’s a strategic one. Allyship, at its core, is about fostering spaces where people feel safe, valued, and empowered to thrive. But true allyship goes beyond good intentions. It demands deep psychological insight, behavioural change, and intentional cultural design.
It starts with the language we use
We can confront the subtle yet systemic barriers that persist - gendered language, office housework, microaggressions, and benevolence bias. These aren’t isolated issues; they shape who is seen, who is heard, and who progresses.
Psychological research offers powerful insight to support this work. Shame, for instance, inhibits growth - it leads to concealment, not change. Self-Determination Theory reminds us that autonomy, competence, and relatedness are essential for motivation. If we want people to develop, we can equip them to design their own journey - without diminishing their sense of self-worth. Attachment theory also plays a role: secure relationships foster psychological safety, the foundation of high-performing teams and critically, these relationships enable us to learn from mistakes and move forward positively.
Allyship is not a static identity - it’s a skill. It’s about the assumptions we challenge, and the voices we amplify. As Vasundhara Sawhney wrote in Harvard Business Review, “It starts with the language you use. Practising inclusive language isn’t about perfection - it’s about progress.”
One practical tool is an ‘Allyship Charter’ - a team-level agreement that defines allyship in action. It encourages us to ask, “How can I help?” rather than assume. It invites us to challenge bias and elevate underrepresented voices.
A call for reflection
As we closed the session, I invited attendees to reflect on one action they would take forward. That moment matters - because allyship is a journey, not a one-off event. It requires courage, self-awareness, and sustained commitment.
So, whether you joined us in the room or are reading this now, I invite you to pause and ask yourself:
What does allyship mean to me?
Where do I have influence?
What’s one thing I can do today to make my team safer and stronger?
Because allyship isn’t just about helping others - it’s about reshaping the culture we all share.
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About Poppy Osborne
Poppy Osborne is a people and change expert at PA, specialising in culture and behaviour change, transformation, and change management. She works closely with leadership teams and large complex programmes to foster psychological safety, communicate with impact, and embed lasting change.
Drawing on her background in learning development and coaching, Poppy supports leaders and teams to develop their capabilities, shift mindsets, and enhance performance. Her work is rooted in creating environments where people thrive, enabling organisations to navigate complexity and deliver meaningful outcomes.