We don’t need men to be perfect in their equity efforts - We just need them to be present.

We’ve long focused on getting more women into the leadership pipeline, and while that’s still vital, it's no longer enough. The gender pay gap, lack of representation in C-suites, and uneven access to power persist, even as more women earn advanced degrees and take on senior roles.

Why? Because we haven’t yet addressed the root of the problem: systemic bias. And unless we do, progress will remain stalled, regardless of how many women are waiting in the wings.

To tackle this, we must widen the lens of gender equity and face a critical truth: men are still underrepresented in equity efforts, and that absence is holding us all back.

Equity is not something women can achieve alone. It’s not just about ‘fixing’ women, preparing them, or asking them to lean in harder. It’s about changing systems, and systems don’t shift unless those who benefit from the status quo are part of the solution.

Too often, equity is framed as a “women’s initiative,” sidelining the very people who hold the greatest influence to drive meaningful change: men.

However, men’s absence from this work is often not due to opposition but hesitation. Many are unsure how to contribute, afraid of saying the wrong thing, or unclear about the expectations. The discomfort is real – but so is the opportunity.

We don’t need men to be perfect. We need them to be present. This isn’t about guilt or blame. It’s about partnership. When men become visible, vocal champions for gender equity, the entire culture begins to shift – for everyone.

Through our action research across Europe and the MENA region, we uncovered a clear pattern in male allyship development. Most men move through four distinct stages:

• Apathy – disengaged, viewing equity as irrelevant or threatening.
  
  

• Ambivalence – aware but hesitant, concerned about fairness or unsure how to engage.
  
  

• Reflective & Responsible – beginning to understand systemic bias, often motivated by personal experiences.
  
  

• Energized & Motivated – active allies advocating for policy reform, mentorship, and culture change.
  

Understanding this journey is crucial for fostering meaningful, lasting engagement. It reminds us that allyship isn’t a one-time event - it’s a developmental process. And like any leadership skill, it can be nurtured.

If we want to dismantle systemic inequity, men must not only be invited into the conversation, they must be empowered and held accountable for leading it.

This is about culture, not compliance. When men are involved meaningfully, equity is no longer a side project. It becomes part of how leadership is enacted, how decisions are made, and how success is defined.

It also benefits everyone. Male allies often report greater self-awareness, stronger relationships, and a more authentic leadership style. And organizations with inclusive cultures perform better on innovation, talent retention, and resilience.

We cannot fix systemic gender bias by continuing to ask women to bear the burden alone. The path to equity is through shared responsibility, and that means inviting men in, not leaving them out. When we build cultures where men are equipped and expected to lead with empathy, integrity, and inclusivity, we don’t just benefit women. We create workplaces where everyone thrives.

Let’s move beyond awareness to action. Let’s redefine what it means to lead – and who gets to do it.

Because gender equity isn’t a women’s issue. It’s a leadership issue. A business issue. And it’s everyone’s responsibility.