This document discusses using mentorship to encourage diversity in organizational leadership. It notes that while diversity training and policies have helped increase diversity among employees, leadership remains predominantly white males. Mentorship is proposed as a way to help develop minority and women professionals for leadership roles. An effective mentoring program pairs mentors and protégés carefully across differences, ensures a supportive environment of trust and communication, and helps protégés build diverse networks. Such sustained mentorship can complement other diversity efforts like training, affinity groups, and outreach to help organizations achieve greater diversity in senior leadership over time.

1. USING MENTORSHIP TO ENCOURAGE DIVERSITY
IN ORGANIZATIONAL LEADERSHIP
Mike Adams
HRD 830
Professor Newmark
November 11, 2013

2. Diversity…
“He who is different from me does not impoverish me -
he enriches me. Our unity is constituted in something
higher than ourselves - in Man... For no man seeks to
hear his own echo, or to find his reflection in the
glass.” ― Antoine de Saint-Exupéry

3. The World is Changing…
The nation’s landscape is
dramatically shifting, from a
once white-male dominated
demographic to now a more
diverse climate that is
influencing buying power,
politics, and authority.

4. Women wearing different hats…
Corporate America has seen a shift
in the population of women, as they
are now performing dual roles of
Employee-Mother.

5. …but CHANGE has not reached the
Boardroom
Fewer than 20% and 10%, women
and ethnic minorities, respectively,
make up Senior leadership positions.
This compares to the 65% of white
males that occupy CEO or similar
positions.

6. Are these not enough?

7. Diversity is a strategy
• Unfortunately, even with such federal programs as
AA and EEOC, diversity amongst leadership hasn’t
made a major impact due to the short-natured
approach of such practices.
• Diversity & Sensitivity trainings offer low impact as
well due to lack of sustained communications and
because many are only addressing diversity amongst
groups, rather than embracing differences amongst
individuals…in general.

8. What will it take?
• Linking diversity to executive bonuses (compensation)
•Increased accountability more than Human Resources regarding D&I
•Getting to know and investing in diverse communities
•Create external advisory councils to assist with diversity
•Expand recruitment beyond Ivy League schools –
•Mentoring & Sponsoring
•Diversity management programs
•Diversity-based talent boards

9. What is Mentoring?
• In the context of business, mentoring is a mutual
relationship whereby a more experienced leader
provides guidance to a less-experienced protégé, in
terms of career advice, emotional support and
networking.
• Case studies have shown that mentoring within white
male executives occurs much earlier than non-whites,
providing earlier development and access to future
career opportunities.

10. Effective mentoring requirements for
diversity professionals
• Careful, calculated pairing of mentor & protégé
– Various mentors from different backgrounds (race and gender)
• Partnership buy-in
– Environment of trust and openness
– Strong communication channels (i.e. frequency and time spent)
• Guidance on building a diverse network
• Sustainment of a supportive, organization culture
– Diversity executive development workshops
– In house minority associations
– Talent pools reflect diversity amongst organization

11. The Outcome

12. Diversity Mgt Tips for HRD Professionals
• Design a continuous diversity mgt leadership program
• Keep Senior leadership informed
– What’s working and what’s not
• Facilitate discussion groups, in addition to training programs
• Perform outreach to minority-based affiliations (i.e. schools,
churches, organizations)
• Coordinate development programs for minorities & women
• Don’t tolerate discrimination. Hold all levels accountable
• Continually show the benefits of how diversity in leadership
helps the organization.

13. The End
Questions or Comments?