Interview with Dr Fox Mega: Building Trans Allyship in the Workplace
Dr. Mega Fox at the center of the picture is seen speaking to two other peers wearing the same rainbow lanyard, sat on in outdoor setting with a blurred background.
In November we honour Trans Day of Remembrance, a sombre time to reflect on the Trans, non-binary and gender expansive people who have been murdered for daring to live courageously and authentically. Commemorating this day offers us the chance to reflect on the current state of Trans allyship in the workplace, and challenges us to implement more supportive policies. Trans allyship amongst colleagues is crucial for making organisations places where everyone can feel like they belong.
This month we interviewed Dr Fox Mega (they/them), a Trans non-binary activist on a mission to co-create a more equitable world of work for all people with their business Dr Mega Consulting. They combine their lived experience, with their social-cognitive neuroscience background to help organisations become spaces where every person can feel safe, seen and valued. In this article, we will unpack why Trans allyship is so important, explore the experience of Trans employees in the workplace and provide actionable allyship steps.
Why does Trans allyship matter?
“Trans lives are not yet seen as valuable and as valid as human expression as cis lives.”
In the UK, two thirds of Trans folk feel compelled to hide their identity at work (1), Mega’s research from 2021 highlights how more and more people are staying in the closet. This stems from a rise in authoritarian leaders across Europe and North America, along with growing rhetoric that scapegoats Queer and Trans people, especially Trans People of Colour and, more specifically, Trans Immigrants of Colour. These harmful narratives infiltrate workplaces, leaving Trans employees who are often the first or only person of their identity within a company feeling isolated. Among Gen-Z, roughly 28% of adults identify as LGBTQIA+ (2), and considering there is a devastating 40% suicidality rate amongst Trans youth (3), Trans allyship, when done right, is not just virtue signalling, but suicide prevention.
True allyship transforms organisational culture, fostering an environment where Trans employees can genuinely feel respected and valued. This support should extend beyond individual empowerment, and reflects the organisation’s commitment to corporate social responsibility. When workplaces prioritise allyship, Trans employees feel empowered to give back, whether through time, resources, or advocacy, both within their organisations and to the communities they represent. This ripple effect ultimately enhances both organisational growth and the larger community’s resilience.
The Experience of Trans People in the Workplace
Discrimination is the most pressing issue that Trans people face in the workplace. Discriminatory behaviour towards Trans people at work ranges from hurtful comments and jokes, to sexually explicit and humiliating advances, and sometimes as far as physical violence and harm. Notably, most workplaces are not set up well to deal with cases of discrimination, with people either not knowing how to report, or not trusting that their report of discrimination will be taken seriously. Much less having the emotional support in place to repair harm that was caused.
“If you have an office offering menstrual products, which already is seen as, like, super progressive, right? If they are offered, they are labelled specifically for cis women.”
More subliminally, disregard for Trans people in the work place can also look like disregarding Trans colleagues' chosen names, or pronouns, or structurally requiring them to use the name that is listed on their legal documents. The majority of companies do not have gender neutral bathrooms in their facilities and often neglect the fact that Trans people can menstruate as well. Such pervasive micro-agressions contribute to an atmosphere of discomfort and exclusion that may make it easier for Trans people to withhold their identity.
Not being able to express one's full identity at work results in lowered-self esteem, a lowered sense of belonging and an increase in anxiety. It also negatively affects career achievement and progression (4). While Trans employees may hide their identity to keep themselves safe, this involves assimilating into the dominant group and group norms, at the expense of fully expressing themselves. This is why Dr Fox makes an important distinction between inclusion and belonging. In their work with organisations, they examine how mechanisms of “othering” present on a systemic, structural, interpersonal and intrapersonal level. They work with companies to lower some of these barriers to belonging through comprehensive policies that adequately address and support people’s various needs. This systemic focus shifts the burden away from individuals, encouraging an organisation-wide approach to belonging.
“There are so many different ways in which we can signal to people ‘you are welcome here’, or we can signal to them that we don’t actually recognise their humanity and their right to exist as the full person that they are.”
Taking an intersectional approach
Dr Mega’s lived experience include being neurodivergent, chronically ill (invisibly disabled), and a child of immigrants amongst other identities. Their work, research and life have always been rooted in intersectional-feminism. “We don't work within these siloed categories or dimensions of diversity.” Often Trans identities intersect with identities such as race, sexual orientation, neurodivergence, and ability status. What is important to note is that while people may have one identity that marginalises them, they may possess other identity markers that offer them different privileges (for example a white, Trans man). Or conversely, one person may have several marginalised identity markers (for example a black, Trans woman). Interpersonally, allyship also involves fighting discrimination within discrimination, and utilising whichever power you have available to advocate for people who are more marginalised than you.
How to be a better ally to gender expansive people
Creating a culture of belonging for gender-expansive employees involves practical, actionable steps that foster belonging and empower individuals to bring their full selves to work.
1. Actionable Steps for Individuals:
Normalise Inclusive Language: Shift language norms in the workplace, using gender-neutral terms and avoiding assumptions about gender based on appearance.
Use Correct Pronouns: Make it a habit to use and ask for pronouns, setting an example of respect and making it easier for people to belong.
Support Beyond Symbolism: Go beyond symbolic gestures, like social media posts. Actively create spaces where trans employees feel safe and valued.
2. Organisational Actions:
Policy Development: Establish or enhance policies allowing easy name and gender marker changes without requiring legal documentation.
Practical Facilities: Provide gender-neutral restrooms with accessible menstrual products.
Paid Leave for Gender-Affirming Healthcare: Offering this support shows a commitment to trans employees’ well-being, and makes these procedures more accessible.
Clear Reporting and Harm Repair Procedures: Develop accessible incident reporting channels and clear harm-repair practices to support trans employees facing discrimination. Ensure that people are aware of these procedures.
Commitment to Honour Trans Lives: Stop pinkwashing. Genuinely commemorate occasions like Pride and Trans Day of Remembrance and commit to sustained meaningful internal action beyond your annual Pride event.
How can organisations honour Trans Day of Remembrance?
While companies are quick to make an Instagram post honouring occasions like Trans Day of Remembrance, which outwardly signals their support, they rarely do the internal work. Trans Day of Remembrance is a solemn occasion, it is one to remember the lives lost to trans and homophobic violence that is widespread. Companies who want to consciously honour this day can create space within the organisation to understand the history of Trans activism, and furthermore allow space for people to grieve the lives lost. There are Queer and Trans organisations trained to host such spaces. Opt for outsourcing support for the occasion rather than placing the burden of responsibility on your Queer or Trans colleagues to do the work. Finally, organisations can allocate funding to support LGBTQIA+ organisations and community initiatives, this demonstrates commitment and lessens the burden on trans employees to lead DEI efforts alone.
Conclusion
True allyship isn’t a checklist exercise. It’s an ongoing commitment to building a workplace where trans and gender-expansive individuals feel genuinely safe and valued. Embedding belonging into values, policies, and everyday actions transforms allyship from a mere gesture into an embodied culture. When all employees commit to continual learning and active engagement, they create an environment where the most marginalised can thrive. This journey not only uplifts trans colleagues but enriches the entire company, fostering a culture where everyone is empowered to be their full, authentic selves.
About Fox
Dr Fox Mega (they/them) is a queer, chronically ill, neurodivergent, trans-nonbinary person, and a child of first-generation Italian immigrants to Germany. They worked as a student representative in the German Senate and organised menstrual awareness activities before it became mainstream. During their PhD at the University of Tubingen, Fox Mega helped build the Center for Gender and Diversity Research, working at the intersection of politics, society, and academia. Fox Mega decided to leave academia to apply their research in practical ways, aiming to break out of the academic bubble and make their work more accessible. They founded the DEIB Consultancy Dr Mega Consulting in 2018, and since then have been supporting organisations to transform into spaces where every human can feel safe, seen, and valued in the full expression of their humanity.
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Sources
Dr. Fox Mega Resource. Dr Mega Consulting (DMC).
Pappy, A. (2024). ICYMI: New data shows that nearly 30% of Gen Z adults identify as LGBTQ. Human Rights Campaign.
Austin, A., Craig, S. L., D'Souza, S., & McInroy, L. B. (2022). Suicidality among transgender youth: Elucidating the role of interpersonal risk factors. Journal of Interpersonal Violence.
Clark, D. (2014, November). Help your employees be themselves at work. Harvard Business Review.