When you walk into most AV or IT trade shows, you’ll likely notice a familiar scene: aisles of cutting-edge technology; groups of mostly male engineers, integrators and executives; and a smaller number of women working just as hard — often twice as hard — to be seen, heard and respected.
This imbalance isn’t unique to our industries. Technology, engineering and IT remain male-dominated fields worldwide. Women still face obstacles, such as pay inequities, limited mentorship opportunities and the constant pressure that comes from being “the only one” in the room. Retaining and developing women in these industries requires more than recruiting campaigns; it requires allies.
Being an ally is not about being a savior. Instead, it’s about being intentional, aware and proactive in building a culture in which women don’t just enter the field but, in fact, thrive in it.
Whether you are a man working alongside women or a woman looking to support your peers, here are some actionable ways to step up.
Start with Listening and Awareness
Allyship begins with paying attention. This means noticing who speaks in meetings and who is interrupted. It means recognizing when ideas are ignored until repeated by a man. It means being aware of how opportunities are handed out and who is left off the list.
Here’s an idea: In your next meeting, actively listen for patterns of interruption. If you notice a woman’s point being overlooked, redirect the conversation by saying, “I’d like to go back to what she mentioned earlier because it was an important idea.” That small acknowledgment reinforces her contribution and helps normalize equity in the room.
Share the Stage, Don’t Dominate It
In AV and IT, conferences, panels and presentations are professional proving grounds. Too often, panels are male-heavy, with women asked to participate when the topic is “diversity,” marketing or communication, rather than technology.
If you’re asked to speak on a panel, advocate for gender balance. If you organize events, commit to staging a diverse speaker lineup. And if you’re onstage, use your platform to spotlight female colleagues’ expertise: Cite their research, mention their project contributions or even hand them the mic.
For women, allyship means bringing other women along. Some ways we can do this are recommending peers for speaking slots, nominating them for awards and amplifying their work publicly.
Related: Breaking Barriers
Mentor and Sponsor with Intention
Mentorship is guidance; sponsorship is advocacy. Women in male-dominated fields need both. A mentor can help their mentee navigate challenges and share advice. A sponsor goes further: They put their reputation on the line to recommend someone for a promotion, a stretch project or a client opportunity.
Men can ask themselves, “Who am I sponsoring?” If the answer is always another man, it’s time to broaden your perspective.
Women can also sponsor other women. Even if you’re early in your career, you can lift others up by making introductions, writing LinkedIn recommendations or sharing job posts. The pipeline widens when those inside it hold the door open for others.
Challenge Bias in Real Time
Allyship isn’t quiet. When you hear a sexist joke or see biased behavior, silence can feel like agreement. Speaking up doesn’t require confrontation; it requires clarity. We often hear women referred to as “too much,” intimidating or aggressive. Frequently, the behavior that preceded that comment was the woman’s way of trying to be heard or delivering new ideas. Help dissuade the use of these descriptions of women.
The following are a few useful phrases:
- “That comment doesn’t sit right with me.”
- “I don’t think that’s the culture we want to create here.”
- “Let’s keep the focus on skills and results.”
This doesn’t just protect women; it also signals to everyone in the room that respect is non-negotiable.
Support Work-Life Integration
Many women leave AV and IT not because they lack passion or skill but, rather, because inflexible workplaces make it impossible to balance career and personal responsibilities. Allyship means advocating for policies that include flexible schedules, parental leave and remote work options for everyone.
Men in leadership can model this by taking parental leave themselves and being transparent about work-life balance. When leaders normalize balance, it reduces stigma for others.
Redefine Networking
A lot of career growth happens outside the office. For example, it happens at dinners, golf outings or late-night networking events. These settings often exclude women, whether by design or by oversight, or they create uncomfortable environments for women.
Allyship means creating inclusive spaces: breakfast meetings, virtual networking, small group lunches, etc. It means inviting colleagues, rather than assuming they would or wouldn’t want to attend. It means being mindful of alcohol-centered events, which might not be comfortable for everyone.
Measure and Celebrate Progress
Companies that want to retain women need more than good intentions; they need accountability. Leaders should track data on hiring, promotions and attrition. They should set goals for gender equity and celebrate progress publicly.
Allyship also happens at the peer level. Take time to congratulate women for achievements that might otherwise go unnoticed. For example, this may be a certification, a patent, a successful installation or a leadership role in a professional association. Recognition builds visibility, and visibility fuels retention.
Bring Up Women’s Names, Especially When They’re Not in the Room
One of the simplest, yet most powerful, acts of allyship is advocacy behind closed doors. Opportunities are often decided in rooms in which the people being discussed aren’t present. These can include executive meetings, project planning sessions or informal conversations between managers.
That’s where allies can make the difference. When a promotion, project lead or speaking slot comes up, ask yourself, “Is there a woman I know who would excel at this?” Then say her name.
This isn’t about tokenism. It’s about ensuring talent isn’t overlooked. Women’s skills and readiness should be championed whether they’re in the room or not. By normalizing this habit, leaders expand the pool of consideration and prevent talented women from being invisible during the moments that matter most.
Allyship Is Ongoing, Not One-Time
This is perhaps the most important truth: Being an ally isn’t a checkbox. It’s a practice. It’s about showing up consistently, asking what support looks like and being willing to adjust.
For men, it means learning how to use influence responsibly. For women, it means refusing to see each other as competition and, instead, building connections that multiply impact.
In male-dominated industries like AV and IT, retention and advancement aren’t just about recruiting the next generation of women. They’re about making sure the women already here feel valued, seen and supported enough to stay.
Allyship isn’t glamorous. It’s often quiet: redirecting credit in a meeting, recommending a woman for a project or speaking up against bias. But the collective impact is loud.
Industries like ours can’t afford not to act. AV and IT thrive on innovation, creativity and problem-solving. And that requires diverse perspectives. By being intentional allies, we don’t just help women succeed; we, in fact, strengthen the entire industry.
Gina Sansivero serves on the board of directors of WAVIT.
