November 2, 2026Articles Building Belonging: Sema Burney on Allyship Beyond Good Intentions Growing up in a largely homogeneous Montreal suburb, Sema Burney was aware from an early age of what it felt like to be different.Her family was among very few families of colour in the community. While she was not bullied, she noticed the differences – questions about her parents, family rules that her friends did not share, and a lingering sense of being an outsider.That changed in Grade 9, when she transferred to a downtown school for academic reasons. The school was more diverse, and the students went out of their way to welcome her.“For the first time, I really felt like I belonged,” Burney says. “I didn’t have to explain myself.”The experience helped spark a lasting curiosity about what makes people feel included, why some are left out and what can be done to help create a greater sense of belonging.Today, Burney is president and founder of Burney Consulting, a bilingual diversity, inclusion and leadership-development firm. Her commitment to building more inclusive workplaces and helping others become effective allies has earned her Ascend Canada’s Inclusion Champion of the Year.Her central message is simple but demanding: representation matters, but it is not the finish line. Belonging is created through intentional behaviour – who gets heard, who receives an opportunity and who is willing to advocate when a decision is being made. Making room for honest discomfort Burney has spent more than 20 years working across human resources, accounting and inclusion. She often enters rooms where participants are cautious about inclusion training. Some have been required to attend. Others worry that the session will blame them, shame them or expose them for saying the wrong thing.Her first task is to put participants at ease, using stories, humour and examples of her own biases to show that everyone has something to learn.At the same time, she recognizes that meaningful growth often requires stepping outside one’s comfort zone.“I think I’m always walking on a tightrope,” Burney says. She wants people to feel comfortable enough to speak honestly and ask questions, while also encouraging them to challenge their assumptions and take responsibility for their actions. Her goal is for participants to leave with a better understanding of the role they can play in creating change.For leaders in particular, this means recognizing that the power and privilege they hold can be used to make a positive difference. Join as a member Moving from representation to belonging When asked which words organizations should use less, Burney names “diversity” and “representation.” While both are important, she believes they don’t tell the whole story.Seeing people who look like you in visible roles can be powerful. But a diverse workplace doesn’t automatically mean that everyone feels included, supported or able to influence decisions. A single representative can sometimes feel more like a token rather than a sign that the culture has changed.Burney encourages organizations to speak more about inclusion and belonging, then show what those words mean in practice.She recalls leading an inclusive recruitment session with an investment management company that had fairly traditional views of professional appearance. Using a series of case studies, she asked participants to consider whom they would hire and why. One example featured a candidate with visible tattoos, prompting a discussion related to appearance, professionalism and client expectations. Months later, a manager shared a story that showed how the training had influenced his thinking.An administrative assistant with pink hair had applied for another position within the company. Although her appearance didn’t match the company’s traditional image, she was the most qualified candidate. Recognizing the bias, the manager advocated for her and helped her secure the role.Within a week or two, Burney recalls, the employee’s pink hair was no longer a topic of conversation. Instead, people focused on her performance and contributions.For Burney, the experience illustrates how small shifts in thinking can lead to meaningful change. By questioning an assumption and speaking up for a qualified colleague, the manager helped create an opportunity that might have otherwise been overlooked. Allyship does not require perfection One of the biggest barriers to effective allyship, Burney Believes, is the fear of getting something wrong.Leaders may hesitate to speak up or take action because they’re worried about making a mistake, using the wrong language or missing a nuance.“Allyship doesn’t mean perfection,” she says.Instead, Burney encourages people to approach allyship with curiosity, humility and a willingness to learn. That includes listening to different perspectives, recognizing the influence they have, taking action and being open to feedback when they make mistakes.She also emphasizes that no one can fully understand every experience within a particular community. Pan-Asian and South Asian communities, for example, encompass a wide range of cultures, languages and identities. Being an ally means continuing to listen, learn and adapt.It’s a message at the heart of Burney’s book, White Men, I Need You!, which focuses on allyship in the workplace.Burney wrote the book to engage white men, who continue to hold a disproportionate share of leadership positions and institutional power and to invite them to become active partners in creating more inclusive workplaces. While the book speaks directly to this audience, its lessons apply to anyone who wants to use their influence to support others. Join us at our events Use your seat to make more room For professionals from underrepresented communities, advocating for others can sometimes feel challenging. After working hard to earn a seat at the table, there may be a fear that making room for someone else means giving up some of what they’ve achieved.Burney sees it differently.“I’m fully occupying that seat,” she says. “But can I make space for others?”She believes professionals can use their positions to create opportunities for others while continuing to pursue their own ambitions. That might mean recognizing a colleague’s contribution, challenging a biased assessment, opening a network or speaking up when others are interrupted, underestimated or left out.Burney also encourages people to consider the advantages they may have in areas such as education, language, ability, income, professional title or access to networks. By recognizing these privileges, they can begin to identify opportunities to support colleagues who may not have the same advantages.When she arrived at her new school in Grade 9, her classmates made an effort to welcome her and feel included. Their actions left a lasting impression, one that continues to shape her work today.For Burney, creating a sense of belonging starts with the same willingness to reach out, welcome others and make space for different perspectives. And whether someone is just beginning their career or already holds a senior leadership position, everyone has an opportunity to make a difference.By using their influence to open doors for others, leaders can build workplaces where people feel more valued, supported and empowered to succeed. Read more FacebookTweetPinLinkedIn
