Connie Lindsey can testify to getting by with a little help from her friends–those who are highly placed and influential in the corporate world. She learned that lesson soon after joining The Northern Trust Co. in 1993, when a mentor suggested she transition from marketing to managing a sales consulting team even though she had no sales experience.
“He made it very clear that we are a sales culture, and one of the most important ways to learn the business and to advance is to take this opportunity in sales,” remembers Lindsey. “He said, ‘you are a strong leader, Connie. You understand the products and services from the client’s point of view. Now I need you to translate that understanding and passion for the clients into a successful strategy for the sales team.'”
Today, the 47-year-old Milwaukee native is a senior vice president and deputy business unit head in charge of the Chicago-based bank’s financial management, strategic planning, business continuity, and disaster recovery, with nearly 3,000 partners worldwide.
Securing an effective set of mentors can be challenging for African American professionals, but when successfully executed, the payoff in career advancement is huge.
Mentoring used to be an informal process, where senior execs would identify worthy candidates–those who were likeable or who reminded the mentor of his or her early years. Often, these grooming relationships developed on the golf course or over cigars within the “good old boy” network. Black professionals, who neither had the years in corporate America nor the connections, were largely excluded from its benefits.
The word mentor derives from Greek mythology. Mentor was Odysseus’ trusted elderly counselor in The Odyssey by Homer. Since then, the name has been proverbial for a faithful and wise adviser. “It’s as old as the history of civilization,” says Sheila Wellington, former Catalyst president and author of Be Your Own Mentor: Strategies from Top Women on the Secrets of Success (Random House; $25.95.). ”
Today, companies realize the organizational benefit of supporting and developing young talent and are establishing formal mentor programs that ensure promising minorities have better opportunities to succeed. But, even as mentoring is growing as a strategic staple in corporate America, it’s an opportunity many take for granted or do not fully embrace. What’s important to note is that the onus is always on the mentee for there to be an effective partnership.
“One of the biggest problems [with formal programs] is they don’t articulate this is a relationship owned by the individuals, not the corporation,” says David Thomas, professor of business administration at Harvard Business School and a noted expert on corporate mentoring.
Thomas issued a report in 2001 called The Truth About Mentoring Minorities: Race Matters. Thomas studied the progression of three major U.S. companies over three years and found that promising whites fast-tracked early and received early promotions while minorities’ careers didn’t take off until after they reached middle management–that is, assuming they stayed motivated and remained in the corporate game at all. Thomas’ research found that those managers of color who advanced the farthest shared one characteristic: a strong network of mentors and powerful corporate sponsors who offered long-term, close developmental support.
“Having a mentor allows access to information that may not otherwise be available to you,” says Lindsey. That’s because mentors show you the ropes–those that are tangible and intangible. They have insight not only about the mechanics of a company but also the nuances that may be difficult for a new employee to interpret. “Having the right mentor allows you to position yourself in a way that long hours and singular focus on your area of expertise may not provide. What you need is ‘air cover’ if you’re about to go into the fray,” she says. “[The mentor] can see the clouds before you get there.” In addition, says Lindsey, “Mentors are also what I refer to as the ‘safe harbor.’ I can go to them with questions or concerns I may not want to ask my direct manager. These individuals give you very tactical information like how to best approach an individual.”
Another key, says Lindsey, is understanding the different functions that mentors, coaches, and sponsors serve within one’s career: A coach will “tell you how to do it, a mentor’s going to tell you why, and the sponsor is senior enough [in an organization] to impact movement and position placement.” Some of Lindsey’s mentors have also been sponsors, such as the executive who recommended her move from marketing to sales.
A 2001 Catalyst study, Women of Color in Corporate Management: Three Years Later, found that the greater number of mentors female managers and executives had, the greater number of promotions they received. The New York City-based nonprofit research and advisory organization found that more than 70% of those with multiple mentors were promoted, compared to 50% of those without them.
“A good deal of what’s used to differentiate high-potential performers from good performers are unspoken cultural criteria like how you present yourself, work with people, and appearing to know how to behave at the next level before you get there,” Thomas offers. “People of color are less likely to come out of family situations or networks where you have access to those things readily before you need them.” That’s why mentors are especially critical for upwardly mobile African Americans.
Indeed, that continues to be a problem. “The overarching finding, when we asked women of color about [career] barriers, the number one barrier to African American women was ‘not having an influential mentor or sponsor,'” says Wellington, now clinical professor of management and organizations at New York University’s Stern School of Business.
Choosing a wise counselor. According to the 2004 Catalyst study Women and Men in U.S. Corporate Leadership: Same Workplace, Different Realities, 56% of female and 52% of male executives named “having an influential mentor or sponsor” as an important or very important success strategy. Yet, only 23% of women and 17% of men surveyed were satisfied with the availability of mentors at their workplaces.
It’s imperative, says Thomas, that African Americans develop a wide-reaching network, including advisers who may be of a different race. It’s also important for black professionals to understand that in a corporate environment there may not be the opportunity to be mentored by other African Americans. Sometimes it will be necessary to develop bonds across racial and gender lines.
“When a person represents a majority of people in an environment, those relationships tend to be more organic,” says Mike Hyter, president and CEO of Novations/J. Howard & Associates, a multicultural consulting firm that specializes in human performance and helps train corporate leaders at companies, including The Gillette Co., AXA Financial Inc., and Sprint, to effectively mentor women and people of color. “If you’re in a numerical minority, these relationships have to be more formalized if they’re going to take place at all.”
Ed Beasley didn’t have many African American role models to turn to as he ascended the government administration ladder, but he has benefited greatly from mentors both white and black. As assistant to the city manager in Flagstaff, Arizona, in 1988, Beasley’s boss and mentor–then president of the statewide city managers’ association–helped convince officials in the smaller town of Eloy to interview Beasley for an interim city manager spot. “Even though I didn’t have the title or experience, it gave me the opportunity to show what I could do,” recalls Beasley, who six months later ha
d the “interim” label removed, making him the state’s youngest city manager at age 28.
Today, 46-year-old Beasley is city manager for Glendale, Arizona’s third largest city. He is responsible for a $670 million annual budget.
One of just a handful of black city managers in the nation, he’s played a critical role over the past three years in winning deals to build a $350 million multipurpose sports facility that will house the NFL Arizona Cardinals and host the Super Bowl in 2008. He was also influential in getting the recently completed, state-of-the-art arena for the NHL’s Phoenix Coyotes, which will host the NHL All-Star Game next year.
During the hectic months before the 17,500-seat Coyotes arena opened in 2003, Beasley often found himself on the phone with two mentors–one a city manager in another state and the other a corporate chief financial officer in Arizona. There were public doubts about whether the arena would open in time for the start of the 2003 hockey season, whether Glendale had the capacity as a city to pull it off, and if the mixed use would actually occur. Beasley felt pressured but needed to stay focused. “[Mentors] are people who, when I get into a critical situation, I will ask for guidance,” says the Kansas native. “I could pick up the phone and say, ‘Here’s the track I’m going down. Do you see anything here I’m missing?'” Their non-confrontational questioning, both across a desk and over the phone, helped him work through his own doubts about the process.
Making yourself mentor-ready. As a sponsor to several Inroads students, a mentor in Northern Trust’s mentoring program, and a mentor for young female professionals through the national Menttium 100 organization, Lindsey knows that mentee status has to be earned. Some mentors who took interest in her career later told her they approached her because of her ability to clearly articulate ideas, her high energy, and because she showed strong leadership traits.
According to Hyter, professionals who are mentor-ready demonstrate a love of the business, actively seek out and incorporate feedback, appreciate the corporation’s political process, and have a professional and confident presence in the workplace.
“People need to understand mentors are human beings just like mentees are,” says Hyter, “We tend to be attracted to strength, not weakness; willing learners, not people who feel entitled to things. Someone who genuinely loves the business is contagious. This is a person who’s genuinely trying to grow in the environment they’re in.”
That means recognizing that “politics” isn’t a dirty word. “We often see professionals of color spend so much time focusing on just their jobs or their technical skills, and they have little regard for the importance of developing relationships with others,” he says. “People [should] understand that if you’re liked by a broad group of people [it will be] better for you within an organization. Those who don’t care usually don’t get mentored very often.” During his early days at Dayton-Hudson, Hyter remembers how some fellow blacks resisted going to bars and other after-hours events with their white colleagues and resented the notion that they should. But at one such event, Hyter met the company’s vice chairman and asked for a one-on-one meeting. The executive agreed, and many informal get-togethers followed, with the vice chairman appreciating Hyter’s effort and interest in getting to know him personally. This executive served as both a mentor and sponsor, positioning Hyter for a key promotion that served as a springboard for his climb to the company’s executive suite.
“Most of the time, you’re noticed by the way you do your work, how you engage and respond to other people, how you deliver, and whether or not you are willing to take on whatever assignment comes your way,” says Lindsey, who has been approached by young profession
als asking for mentoring. “I admire their tenacity,” she says, “but encourage them to be discerning. For an African American, we haven’t had that many experiences in that realm. We have to learn how to work through the process.”Adds Beasley: “Have a complete assessment of what your strengths and weaknesses are and be honest in that assessment. [Mentees] have to communicate where they are succeeding, not just where they’re failing. It also reaffirms you’re staying busy and not just taking up their time.” Because Beasley is often spotted giving sound bites on local newscasts and quoted in local media, potential mentees seek him out through phone calls, e-mails–he’s even been stopped while shopping at the grocery store. “If they’re big enough to do that, I’ll always follow up with a phone call to them.”
But “don’t ask the question without a plan or a strategy,” Lindsey says. First find out about the potential mentor’s background. Perhaps you’re alumni of the same college or share similar professional skills. Even at her vice presidential level, Lindsey invited the highest ranking woman at Northern Trust for coffee and discovered they had mutual interests. During this informal meeting, Lindsey found out about a job opening she otherwise wouldn’t have known about. A mentor — mentee bond developed, with the executive supporting Lindsey’s quest for this new job opportunity in her business unit.
“You’ve got to have the right chemistry,” she continues. “There has to be something synergistic about why the two of you are together,” says Lindsey, who stresses that matches based solely on skill sets aren’t enough. “If it is not a good ‘fit,’ meetings won’t happen and it will be a waste of time on the part of both individuals.”
Also key to a real relationship is being able to talk openly and honestly about subjects like race, gender, and perception issues that may have a real effect on one’s upward mobility. Such discussions build trust, which is vital to any long-term bond. For some young African Americans entering the workplace, “there’s an expectation of being mentored and taken care of,” says Hyter. “There is a preoccupation with the organization’s responsibility and not [with] my individual responsibility in this picture. You should have a realistic expectation of what a mentor is–someone who] provides perspective but doesn’t control your thinking or thoughts, someone who is an adviser.”
Adds Thomas: “As the relationship evolves, it really is the mentee who’s the most important factor in how effective that relationship becomes. A mentee can ensure the alliance becomes stronger. Talk well of your mentor, because you’re able to influence his or her reputation.”
Making the Most of the Mentorship Experience
Don’t just settle for instructional mentoring, suggests Thomas. Instead, work on building fuller developmental relationships with mentors who help you build confidence and credibility within the workplace.
Don’t confuse mentoring and coaching with friendship, says Beasley. When selecting a mentor, he suggests choosing someone you really respect and has the respect of the company you’re in.
Assemble a broad “board of directors.” For Lindsey, advisers included not just bank professionals but African American females in senior positions at other companies, professionals with technical expertise, and her church prayer partner.
When investigating new job options, talk to current employees and look at the company’s track record in mentoring, suggests Wellington. “Critically important is choosing the right environment.”
Don’t be afraid to discuss race, ethnicity, and gender issues with your mentor, as these may significantly impact assignments, promotions, and perceptions about you within the workplace. Engaging your mentor in honest discussions can strengthen your lines of communication over the long-term.
“Signal
to the mentor that you’re willing to work around your weaknesses, that you don’t want to just be acceptable but exceptional,” says Thomas.
Challenge your mentor to challenge you. If you’re stuck in a professional rut, seek your mentor’s counsel on opportunities that stretch your current talents and skills. “If you’re still hearing the same play-it-safe [advice],” says Wellington, “you ask, ‘What are the steps I take to get ready for the risk?’ or ‘I’m ready to take the risk? How can you help me with this?'”
Realize that your development is ultimately your responsibility, whether or not your company offers formalized mentoring programs,