During the EmpowerHer panel session, Ryan Matthews, Group Managing Director of Surveying at LRG, reflected on a moment that changed his own awareness of unconscious bias.
He shared how one of LRG’s female surveyors, who was highly skilled, confident, and respected in her role, had received emails from clients, lenders and solicitors asking when “he” would be available to value a property or respond to them.
“The culture piece is massive.” – Ryan Matthews
It was a small word, but it revealed a much bigger assumption.
The expectation was that the professional carrying out the valuation would be male. For the surveyor receiving those messages, it was not just an isolated mistake. It was a reminder of the assumptions that can still exist in parts of the property industry.
Ryan’s reflection was powerful because he did not frame it as someone else’s issue. He acknowledged that, as a leadership team, they had not been driving that conversation as actively as they could have been.
That is where allyship becomes practical.
Listening when Bias is Raised
It can be easy for organisations to talk about inclusion in broad terms. Policies, values, and commitments all have a role to play, but they only become meaningful when people feel able to raise real experiences and trust that they will be heard.
In Ryan’s example, the feedback came directly from someone experiencing the issue. The important part was not just that she raised it, but to which it was listened.
That matters because bias does not always show up loudly. Sometimes it appears in everyday language, repeated assumptions or patterns that become normalised over time.
A client assuming a surveyor is male.
A colleague being overlooked in a meeting.
A woman being mistaken for the more junior person in the room.
A returning parent being expected to pick everything back up without proper support.
Individually, these moments may be dismissed as small. Collectively, they shape how people experience work.
Moving Beyond Good Intentions
Good intentions are not enough on their own.
Ryan made the point that leaders cannot simply say, “They are an important client, we’ll just let that be.” If a business wants to create a more inclusive culture, it has to be willing to challenge assumptions, even when doing so feels uncomfortable.
That does not mean every response has to be confrontational. Often, it starts with clarity.
Correcting language.
Reinforcing who holds the expertise.
Backing colleagues when assumptions are made.
Making it clear that respect and professionalism apply in every interaction, including with clients.
For leaders and managers, this also means recognising that allyship is not about having the perfect answer immediately. It is about taking feedback seriously, asking what needs to change and being willing to act.
Creating a Culture Where Feedback Leads Somewhere
One of the most important parts of Ryan’s reflection was accountability. He recognised that awareness came from feedback, and that the next step was making sure the business responded.
That is a useful lesson for any organisation.
People are more likely to speak up when they believe something will happen as a result. If feedback disappears into a drawer, confidence in the process quickly fades. But when people see that experiences are listened to and acted upon, it helps build trust.
This is particularly important when talking about inclusion. The work is not always about launching something new. Sometimes it is about noticing what is already happening and responding better.
Allyship is Active
EmpowerHer is focused on women’s voices, confidence, visibility, and support in the workplace. Ryan’s clip is a reminder that allyship plays a key role in that.
Not as a slogan.
Not as a one-off conversation.
But as a practical commitment to listen, learn and act when bias is raised.
For leaders, colleagues and teams, the challenge is simple:
What feedback have we already heard that needs more action?
What assumptions do we need to challenge?
Where can we better support the people experiencing these issues directly?
Allyship does not require perfection. But it does require attention, accountability, and the willingness to do something with what we hear.
That is how good intentions become meaningful change.
