Female Mentorship Is More Critical Than Ever -- Advice From My Own Female Mentor
- Rowan Conklin
- Nov 29, 2020
- 4 min read
After 2018, an important and necessary buzz erupted about male allies in the position to help elevate the women in their professional spaces. Unfortunately the discomfort that surrounded the #MeToo movement may have exacerbated the situation. A 2019 survey sponsored by Bloomberg Media and Lean In saw men avoiding professional interactions with women in the workplace in the wake of a slew of highly publicized sexual harassment and assault cases. At the recent World Economic Forum, a panel of senior male executives broke away from a conversation concerning cyber security to discuss the “risk management” strategy of avoiding one-on-one mentoring relationships. This response seems incredibly irresponsible and unproductive and there are a good deal of men who want to do what is best for other employees and the business entirely. I suggest to them that mentorship will make the greatest impact. There is a demonstrated dividend that results from a gender and non gender balanced leadership, a leadership built and made sustainable by means of mentorship.
At the annual TWN Networking Day, we had the opportunity to receive advice from the mesmerizing Sade Balogun, the Starbucks Group Marketing Manager, who left us with a memorable insight: mentors are hardly benevolent benefactors. Mentors are leaders who make the intentional choice to invest in the skills and contributions they receive from those they mentor, in an effort to orchestrate their advancement. This professional relationship often works to secure the mentors’ own goals, and achieve their highest potentials.
And while mentorships may seem valuable to both individuals and those who seek to help them, the act of advocating for the advancement of diversity is integral to company-wide improved performance. Most leaders are trained to manage people, make changes and think strategically; most leaders are not taught how to mentor, especially not how to mentor those with diverse experience, different from their own. As a result, men may not have the skills to mentor women, and it is in the organization’s hands to equip them with the skills necessary to do so.
This begins with a better understanding of what mentors and their mentees do, and how to implement effective mentorship to drive an organization forward. To further this objective, I sought advice from the leader of my own mentorship program, Lynn, a senior partner at a family law practice and the brains behind a mentorship program that has benefited me greatly. She was able to offer some valuable insight for executing empowering mentorships in any field.
Design the structure of your mentorship program and then ensure it. Lynn argues against a “laissez faire” management style concerning these relationships. Although mentees and mentors can be left to their own devices, accountability should remain on the shoulders of the organization. She has watched this technique hold mentorship to the heart of her organizational culture and prevent the practice from dwindling. I watched her create designated times and places for mentorship during the work day. When I entered the organization, it was made obvious to me that mentorship was critical to experiencing success in my role.
Seek a mentor with complimentary skills. Although it may seem appealing at first to seek a mentor with a personality similar to your own, skills should be at the forefront of your matchmaking efforts. This is exemplified by my match, a woman on the development side who is able to exchange valuable insights and applicable skills with me, an administrative intern.
Ask for performance based feedback. Women desire candid feedback just as men do, and will benefit from receiving it. The guidance you should seek and receive should include suggestions that promote career development and advancement. The example Lynn gave me was to “be more assertive in front of clients, when they raise objections to our process, describe prior litigation where similar factors did not come to issue”. Her guidance has helped me appear and feel more qualified in professional settings with paying clients.
Focus on persistence. Every person, in every industry will experience setbacks and long running challenges. Mentors are valuable because they can assure that failure and criticism do not discourage those who they advise. My mentors have never sheltered me from the adversity challenge presents, but they make sure I stay on track and put forth another effort.
Pave the way. The final insight again comes from the previously mentioned Sade Balogun, who encouraged the group she spoke to on Networking Day to always leave the door open for women behind them. Whether that be ensuring you always bring a new woman to the meetings and events you attend, or sharing what you learned from your mentor with those receiving advice from different people. Asking the 71% of executives who mentor people of their same race and gender to be more inclusive is a worthy, yet exhausting, effort for change. Being the woman who ensures other women and minorities benefit from whatever insight you have to offer is the least you can do.
Source:
Commenti