The Issue with Performative Allyship in Minority-led Businesses
This is a great month to play the race card. And next month is Women’s Month, so I’ll do it then too. I held onto this article for months hoping it’d get more traction during February because this is an important conversation.
Minority: is the smaller number or part, especially a number that is less than half the whole number. Examples include; gender or lack thereof, race, nationality, and physical attributes. Black, disabled, woman, and the list goes on.
Anyone who’s been a minority would, within reason, choose to be a part of the majority, especially in the workplace. A minority-led company may seem like a great opportunity. One, you can represent your culture. Two, contribute to a cause you believe in and make meaningful changes Three, or you’re just tired of being misunderstood in the workplace and would like to be the majority. No more, ‘Oh you changed your hair?!’ or ‘How did it grow overnight?!’ In a women-led company, you are no longer the minority, if you identify as a woman. Being in a company led by persons with disability, you, who identify as having a disability, are now the majority in that space. The unfortunate reality is, that rather than being a stepping stone, a chance to make a change, this can become a nightmare.
Allyship coupled with unchecked internal racism will have minorities out of a job, resources, and luck.
Many minority-led businesses pride themselves on fostering inclusive spaces, yet internal biases often remain unaddressed. Just because a company is led by a marginalized person does not mean discrimination disappears. It can manifest in different ways. Employees might expect safety and solidarity. But find themselves facing microaggressions, nepotism, or outright hostility. The problem arises when businesses assume that shared identity alone is enough to create an equitable workplace, without implementing real policies and accountability structures in place.
One of the most damaging aspects of minority-led spaces is performative allyship—the idea that an organization supports DEI (Diversity, Equity, and Inclusion) efforts on the surface but does not address systemic issues within its own walls. It can show up in ways such as:
Hiring for diversity but not retaining diverse talent. Employees from marginalized backgrounds may be hired to “check a box,” but without proper support, they often leave due to workplace hostility or lack of advancement opportunities.
Promoting a progressive image externally while failing employees internally. For example, publicly supporting social justice movements, but ignoring or causing discrimination from their staff.
This can look like, expecting marginalized employees to educate leadership. Instead of investing in proper bias training, companies often rely on employees from underrepresented backgrounds to do the labor of explaining systemic racism, sexism, or ableism—often without compensation or recognition.
I can’t say all the ways this can manifest because internal racism can come from upbringing, propaganda, and other things that are unique to that person’s environment. But there’s a way to do better! Besides being a decent being, paying fair and in full, and not taking advantage of them illegally.
Bias Training for Everyone – Even leaders from marginalized backgrounds have biases. Regular, structured training should be mandatory for leadership and staff.
Clear Anti-Discrimination Policies – Having clear, enforced policies helps prevent favoritism, discrimination, and retaliation.
Anonymous Feedback Mechanisms – Employees should be able to report concerns without fear of retaliation.
Real Inclusivity Beyond Representation – Representation is a start, but a culture of respect, opportunity, and true belonging must follow.
Accountability in Leadership – Founders and executives must be open to criticism and willing to adapt.
If contractors are utilized, making it known to them that discrimination and isms are not tolerated and nonnegotiables when it comes to working together, helps. No, you can’t make them go through bias training. Well, you could write it in the contract. But it’s up to you how to proceed.
Whenever I'm in an interview, my main questions are, “How do you deal with racism and sexism with your clients?” Do you have any examples of when a client or a co-worker made you feel uncomfortable? How did you handle it?” Thanks to Jermaine, the “JobFather” Murray, for the training, confidence, and know-how to navigate interviews and figure out work culture.
Check my resume, I’ve never been ok with performative over progress.
Even as entrepreneurs we need bias training. To be an inclusive business owner is to take the steps to being a leader, not just a boss. Minority-led businesses have a chance to redefine corporate culture—but that starts with looking inward, not just outward.
Has this happened to you? How did you respond?