Written by Sarah Vogel
Sarah has been working in development and training since 1989. As a facilitator and coach she has enjoyed successful relationships with clients across a wide variety of sectors. Sarah is currently a trustee at Collaborative Education Trust in Solihull and chairs their People and Culture committee. She has also volunteered at Anawim: Birmingham’s Centre for Women, for 8 years delivering a Confidence Course for vulnerable women.
The role of a critical friend is central to effective governance. Whether serving as a trustee, governor, or board member, we are expected to provide both support and challenge. We build trust and psychological safety while also asking the difficult questions that improve outcomes and strengthen accountability.
But what happens when we combine critical friendship with inclusive allyship?
The result is a more powerful form of governance – one that not only seeks improvement but actively works to ensure that no individual or group is overlooked.
What Is Inclusive Allyship?
Inclusive allyship is the deliberate practice of using your influence to create more equitable outcomes. It requires us to examine our own assumptions, listen to voices that are often underrepresented, and challenge behaviours or systems that may disadvantage others.
Allyship is not about having all the answers. It is about being willing to learn, reflect, and act.
This can involve:
- Recognising our own biases and assumptions.
- Being mindful of language and identity.
- Educating ourselves and staying informed.
- Building relationships with people whose experiences differ from our own.
- Amplifying marginalised voices.
- Challenging inequitable behaviour when we see it.
- Remaining open to feedback, even when it feels uncomfortable.
Inclusive allyship requires courage, curiosity, and a willingness to move beyond our comfort zones.
Why Allyship Matters in Governance
In governance, allyship means intentionally using positional power to ensure that decisions consider a wider range of perspectives and experiences.
Too often, boards focus on overall outcomes without exploring whether those outcomes are experienced equally by different groups. Strong headline results can conceal significant disparities.
Inclusive governance requires us to look deeper.
This means asking questions about:
- Attendance patterns
- Exclusion rates
- SEND outcomes
- Staff progression
- Recruitment practices
- Complaints and concerns
It also means paying attention to boardroom dynamics. Who is contributing to discussions? Whose perspectives are missing? Are assumptions being challenged, or simply accepted?
Inclusive allyship is not separate from good governance- – it strengthens it.
Developing a Curiosity About Disparity
One of the most valuable habits governors and trustees can develop is what I call a disciplined curiosity about disparity.
When we identify differences in outcomes between groups, it is tempting to ask:
“Why are results lower for this group?”
However, that question can unintentionally place responsibility on those experiencing disadvantage.
A more effective approach is to focus on the system itself:
- What might be happening within the system that is producing this gap?
- What evidence do we have?
- Have we heard directly from those affected?
- What perspectives might be missing from our analysis?
These questions move the conversation away from blame and towards understanding.
Three Practical Skills for Inclusive Allyship
- Ask Equity-Focused Questions
When reviewing data, resist the urge to focus solely on overall performance.
Strong results can still mask inequities for specific groups. Looking beneath averages and examining disaggregated data can reveal patterns that would otherwise remain invisible.
The role of a critical friend is not simply to accept the data presented but to explore what it may be hiding.
- Interrupt Bias Using Influence
Bias often appears subtly in discussions and decision-making. As governors and trustees, we have an opportunity to challenge assumptions constructively.
A simple framework can help:
Notice – Identify what you are observing.
“I notice we are talking a lot about behaviour but not about support.”
Name – Gently surface a potential assumption.
“I wonder whether assumptions about certain groups are influencing our discussion.”
Nudge – Move the conversation towards evidence and reflection.
“Could we look at the disaggregated data before reaching a conclusion?”
Small interventions can have a significant impact on the quality of decision-making.
- Use Better Critical Friend Questions
Inclusive governance benefits from asking questions through different lenses.
Equity Lens
- Who benefits most from this decision?
- Who benefits least?
- Who may be disadvantaged?
Impact Lens
- How will we know this works for everyone?
- What would success look like for those most affected?
Curiosity Lens
- What assumptions are we making?
- What evidence supports our view?
- What perspectives are missing?
These questions help boards make more informed and inclusive decisions.
A Governance Responsibility
Inclusive allyship is not about political correctness or compliance. It is about precision.
It is about recognising that averages can conceal inequity. It is about identifying patterns before they become complaints, inspections, or crises. Most importantly, it is about ensuring that the interests of all pupils, staff, and stakeholders are visible within governance discussions.
Strong boards do not wait for problems to emerge. They actively seek evidence, challenge constructively, and make inclusion measurable.
As trustees and governors, we hold influence. Inclusive allyship simply means using that influence deliberately -ensuring that no voice is overlooked and no group becomes invisible in our oversight.
When allyship is embedded into critical friendship, governance becomes more insightful, more effective, and ultimately more equitable.