Acts of allyship — whereby historically advantaged group members (e.g., white people, men) support relatively disadvantaged group members (e.g., racial minorities, women) — are critical for generating inclusion in the workplace. However, many well-intentioned managers and executives feel paralyzed by the fear of getting it wrong. It’s not hard to see why: Some high-profile attempts by companies and business leaders to promote diversity, equity, and inclusion have backfired spectacularly in recent years.