The Powerful Allyship masterclass led by Melissa Holt-Brewster, Principal Teaching Fellow Programme Leader, Liverpool Business School, brought together colleagues for an in‑depth exploration of what it truly means to act as an effective ally — and why it matters now more than ever.

Working with a panel of experts;

• Ayo Barley, Director of NW Black, Asian, Minority Assembly
• Chris Cutts, Regional Director of Workforce Training and Education, NHSE
• Sue Lightup, Retried Director of Adult Social Services with a range of voluntary roles
• Katy Ollerenshaw, Project Co-Ordinator at Breakthrough UK

who provided their knowledge and experience to  bring greater depth and insight to the discussion.

Melissa opened the session by framing allyship as a critical leadership capability in today’s complex public sector environment. With growing scrutiny, constrained resources, and increasingly diverse communities, leaders were encouraged to consider how allyship strengthens public trust, enhances workforce engagement, and supports system‑wide collaboration.

Melissa emphasised that allyship is not an identity but a sustained, informed, accountable practice—one that requires leaders to move beyond intention and examine the impact of their behaviours and decisions.

The session continued with a grounding discussion on what allyship is, drawing on established allyship models to help participants reflect on the different roles allies can take. A panel discussion followed, sharing real‑world examples of allyship in action and the key success factors that make allyship meaningful rather than performative.

The conversation then moved into an exploration of allophilia — the concept of having positive attitudes toward groups different from our own. Through mini case studies, the panel examined how allophilia can be nurtured within teams and why it matters for genuine inclusion. Panel members also reflected on the organisational conditions that help create space for allophilia to flourish.

Participants were invited to pause and reflect on their own experiences:

• How does this topic make us feel?
• What does allyship look like in our own lives?
• What prevents allophilia from developing?

These reflections laid the foundation for a deeper discussion on the realities of allyship. The panel addressed what can go wrong, including common mis‑steps and the fears or risks people associate with speaking up. Another interactive Menti moment allowed attendees to share lived challenges, prompting an honest and open dialogue about risk‑taking as allies and the organisational barriers that can stand in the way.

In the final section, guided by Melissa, the panel explored the relationship between allyship and psychological safety, emphasising that one cannot exist without the other. The discussion highlighted the need to invest time, skills and support into developing allies across all levels of an organisation.

Practical advice rounded off the conversation, with a focus on how to make a start — encouraging small, intentional steps that build confidence and create lasting cultural change.

Leaders reflected on moments when allyship had required courage, cost, or discomfort—and what enabled them to act anyway.