Mentorship as a Tool for Growth, Inclusion, and Equity

Mentorship has many benefits: it provides access to support in problem-solving and insights into particular industries and roles. But while traditional approaches to mentorship can truly boost someone’s professional development, some models can lead to inequitable practices.

So, how can individuals ensure they're participating in inclusive and equitable mentorship programs or practices that lead to growth? Let's dive in.

Why do mentors matter?

Mentors are generally understood as experienced and knowledgeable professionals who teach and nurture the development of a less experienced and knowledgeable individual. In a professional setting, a mentor should influence the personal and professional growth of a mentee. Mentors often focus on supporting a mentee’s professional developmental activities; offer guidance, counseling, instruction, and motivation; and model effective leadership behaviors. The intended result of a mentoring program is to help individuals improve their career outcomes and positively impact employee engagement and retention.

For example, in her recent New York Times article, Lizz Schumer references a study found in the Journal of Applied Psychology, which found that people with mentors are more likely to receive promotions. She says, “When mid- and senior-level employees choose to mentor someone newer in the workforce, they can boost people who may not otherwise have those opportunities and help level the playing field.”

But what happens when a company’s approach to mentoring reinforces an unlevel playing field?

Exclusive mentorship

While acknowledging the power of a professional mentor who has some clout, some mentorship opportunities can lead to exclusivity that ultimately hurts women of color. For example, Bloomberg references how some white men with mentors who match their background can end up with higher pay when they work at the same company. Women—in particular those who are Black and Latine—are the least likely to develop “such a lucrative connection.”

Whether or not companies with mentorship programs intend this to be true, some normative approaches to mentorship can lead to deeply inequitable outcomes. In the same article, the writer notes that “several women of color in a variety of industries told Bloomberg that they’ve relied on white men for career advancement because they’re often the gatekeepers to power.” 

Inclusive and equitable approaches to mentorship

There are many ways to rethink one’s approach to mentorship to make sure it is inclusive and equitable. A mentor traditionally occupies a position of power in relation to their mentee, particularly when they're matched through an organization's own mentorship program. If we want to establish a more diverse, equitable, and inclusive sector, we have to rethink how we choose mentors and mentees ourselves.

Five tips for approaching mentorship more equitably

Whether you're looking to become a mentor or mentee, there are some ways to approach this relationship equitable. Here are our tips:

1. Give thought to which employees serve as “gatekeepers” of power and decision-making, and who can access their advocacy. Within your organization, it is important to understand who has decision-making power around promotions, salary increases, or professional development opportunities. Equipped with that information, it then becomes important to consider which staff have access to support and advocacy from these individuals. If, for example, the deciders of your organization deal exclusively with middle-management and tend to never engage with entry-level or front-line staff, it may be worth thinking about how to expand access. To become a mentor yourself, consider pairing up with an entry-level employee who has less experience in the field.
2. Consider the identities of the individuals who participate in mentorship. Data can be helpful! Take a look at the identities and demographics of the people who benefited/benefit from your organization’s mentoring program. Does the group reflect the diverse identities of your staff? If not, take some time to think about why this may be the case, and how you can thoughtfully make adjustments to accessibility. If you're a mentor, use your position to change the program for good, or find a mentee outside of your organization to reduce the implications of the power structure. If you're a mentee, consider pursuing a mentor who operates in a similar field but has no direct effect on your career (i.e. they work in the same field at a different employer, they are a former professor, etc.).
3. If you are a mentor or want to become one, think about your personal preferences and how they may be informed by implicit bias. Every single person has biases. The key is to identify which ones we may have, and how to actively work against our defaults. Perhaps you prefer to work with mentees who have an Ivy League degree. This may filter out candidates who could not access such an education, which may correlate to socio-economic status, race, immigration status, and more. Take some time to think about what your personal preferences are when selecting a mentee, and reflect on how these preferences may accidentally lead to inequity. 
4. Activate your listening skills by being attentive and reflective with your mentee(s). This will help the individuals benefiting from mentorship to feel more seen and heard, and to shine more brightly.
5. Form your mentorship relationship together. Not every mentor is going to offer the same time, commitment, and advice. Instead of approaching mentorship as a one-size-fits-all program, craft a relationship that works for you and your mentor. Maybe you decide to meet weekly, monthly, or every quarter. Maybe you want an in-person meeting, or phone call. Talk about these options when you're meeting with a prospective mentor and speak up about what matters to you.
6. Reconfigure what it means to be an expert. If you're a higher-up who thinks that expertise only comes in the form of professional experience, number of years in the workforce, completion of higher education, and title, then you might want to find a mentor yourself. How can you reframe what it means to be an expert, and what competencies you value enough to consider expertise meaningful? For example, technological fluency, experience in conflict mediation, high levels of emotional intelligence, ability to link everyday work with social justice—these are are valuable in a social-impact career, and they can be found in a number of people no matter their job title or years of experience.

When you consider the implications of mentorship, building a sustainable relationship with a mentor or mentee becomes much more valuable (for both of you!).

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Does your company have an exclusive or inclusive mentoring program? Share your experiences and insights with us in the comments!