There is a great deal of value to be learned from the information, insights, and counsel in this book, material that can help women as well as men to become much more effective allies for all workplace associates. Given the current male-female ratios in board and C-level positions in the business world, however, I think women need and deserve preferential consideration.

The book’s subtitle can be interpreted two quite different ways: men can become better allies (i.e. can do more) for women than women can, and, men can become better alies than they have been until now. Both interpretations are valid. As David Smith and Brad Johnson correctly suggest, one key to mutually beneficial relationships is to improve communication, cooperation, and especially collaboration between and among all workers. This is especially true of male-female relationships in the business world. Hence the unique importance of this book.

Smith and Johnson’s primary purpose and focus are on “evidence-based practices to provide the foundation for everything you read about being a good guy. We’ve distilled the latest social science research to help you understand the science behind action-oriented strategies. And to make these strategies relatable, we provide examples from men and women across industries to see what allyship looks and feels like in the context of [real world] workplace experiences.”

Allyship is a key term throughout the book. Brief definition: “Actively promoting gender fairness and equity in the workplace through supportive and collaborative personal relationships and public acts of sponsorship and advocacy intended to drive systemic improvements to the workplace culture.” What Smith and Johnson have in mind is more, much more than occasional (albeit isolated, well-intentioned) efforts to support gender equality in a workplace culture. Men continue to occupy dominant positions in almost all organizations. Many (most?) of them need to gain a much better understanding of how to build relationships with women that are based on mutual respect and trust. Hence the unique importance of this book.

These are among the passages of greatest interest and value to me, also listed to suggest the scope of Smith and Johnson’s coverage:

o The Allyship Journey (Pages 11-13 and 107-171)
o Interpersonal allyship (18-106)
o Gender intelligence (19-44)
o Communication: Ask Women about Their Experiences — and Learn from Them (27-32)
o Communication: Notice Words and Phrases — and Intervene (40-43)

o Allyship caregiving in the home; Engage with family members (45-58)
o Effective advocacy of allyship with different family members (54-55, 109-111, and 205-213)
o Everyday Interactions with Women at Work (59-85)
o Watchdog Skills (109-136)
o Strategic approach to confrontations (124-129)

o Holding hiring and promotion policies accountable (129-130)
o Sponsorship on women (153-171)
o Systemic allyship: Becoming an Advocate for Organizational Change (173-216)
o Create External Accountability for Your Organization (176-181)
o Strategically Grow Your Allies’ Community (204-208)

I commend Smith and and Johnson on their provision of information, insights, and counsel that can be — to varying degree — invaluable to both male and female supervisors, especially to those who have both male and female direct reports entrusted to their care. It is no coincidence that most of the companies annually ranked most highly regarded and best to work for are also annually ranked among those most profitable with the greatest cap value in their industry segment. Most of their employees are actively, positively, and productively engaged.

Obviously, it is smart business to establish and then nourish a workplace culture within which people of all genders have access to the same rewards, opportunities and resources. More specifically,  equal pay and benefits for comparable roles with similar responsibilities; equal opportunities for promotions and career progression; and equal consideration of needs.

Think of Good Guys as an operations manual for a gender-equal work environment where all employees feel respected and valued, one that creates an overall more positive workplace for all of your employees. When you have a gender-diverse environment, your employees will likely notice that their associates have talents and strengths they don’t possess themselves. The appreciation for these differences will help promote an environment of respect among the workforce.

This is precisely what Saint Paul had in mind, in one of his first letters to Corinth, when he shares his thoughts about “Many parts, one body.” More recently, thirteen colonies created a new nation and selected “E pluribus unum” for its motto. I prefer to think of a workplace culture as a symphony, with different instruments playing the same music (albeit with different notes) led by a talented and skillful conductor.  Ultimately, there are no gender issues; rather, business issues. With mutual respect and mutual trust, women as well as men must address them together in collaboration.

The WHY is obvious. In their book, David G. Smith and and W. Brad Johnson explain HOW.