Mentoring across diversity barriers: pitfalls and tips for success

One-on-one mentoring, as a tool for overcoming diversity barriers within the South African workplace, could result in numerous dramatic successes provided this historically informal system is formally and empathetically structured. This is the view of Vulindlela Director of Facilitation, Dr Christine Boon. Vulindlela is a group of skilled professionals working to assist major corporates, government departments and NGOs achieve significant transformation through trust building interventions and change management.

According to Dr Boon, the benefits of mentoring include increased employee performance, retention, commitment to the organisation, and knowledge sharing (specifically the practical experience and wisdom of long-term employees). “Good mentoring can also reduce costs in staff turnover and break down ‘silo’ mentalities between departments or divisions.  It can reduce the need for outside consultants as the company can use its own internal expertise and knowledge, and it develops a culture of employee growth and development,” she said.“Cross-cultural mentoring programmes in particular assist employees and executives by providing an opportunity to learn to work with people of diverse backgrounds through one-on-one direct contact; by increasing their awareness of the value of diversity, and identifying ways to use this for the benefit of the organisation.

“Further, beyond the socially responsible aspect of a diverse mentoring programme, there is also a powerful business case: by broadening our world-view we are better placed to understand the purchasing power lodged in various societal groups and the potential for new markets.  The knowledge and insight gained from the cross-cultural mentoring relationship increases the opportunity to understand new markets, possible new products, and the best way to approach these segments.

“Importantly, a mentor-protégé relationship focuses on developing the protégé professionally and personally. This does not include performance evaluation and does not contribute to salary increases or promotions.  So the mentoring relationship is a safe learning environment where the protégé can be open about discussing issues without fear of negative consequences from his or her direct superior.”

Dr Boon added that many managers demonstrate mentoring behaviour on an informal basis but that this is often its downfall for the organisation.

“The problem with most informal mentoring relationships is that basic human behaviour drives us to seek mentors or protégés who look like us. A white male executive is likely to find a younger version of himself to mentor, and so women, people of colour, or people with disabilities often do not readily find informal mentors. The introduction of a formal mentoring programme, however, will ensure that these groups have access to a mentor, which is a key to corporate career success.”

For a mentoring programme to be successful, its objectives of must be made explicit.  The very first step is to ensure that the mentoring programme supports the business objectives of the organisation. For instance, goals might include helping new employees to settle into the company by learning how to work effectively within the organisational culture; or to develop critical skills; or to accelerate identified individuals along a career path.

In the South African context, a diversity-driven mentoring program may be designed to assist the organisation in achieving its strategic goal of increasing the number of historically disadvantaged individuals in the managerial and leadership ranks by preparing them for upward mobility. Or the programme may help to meet the goal of retaining such individuals. Dr Boon, however, pointed out that there are pitfalls to be avoided. She said a cross-cultural mentor-protégé relationship can very easily slip into a power struggle around the issues or race, gender and class.

“Acknowledged or unacknowledged racism on the part of either party, for example, can erode the open, honest communication which is essential for a successful mentoring relationship.  A male mentor’s paternalistic or chauvinistic approach to a female protégé will undermine the effectiveness of any possible learning and hinder the personal development of the protégé.

“The role of mentor must therefore be clearly understood.  If there is a perception of superiority around the role of mentor, the relationship becomes disempowering instead of empowering and developmental,” she concluded.

Box: Tips for mentoring across diversity barriers

• Openness to learning: Both mentor and protégé must have an attitude of openness to learning and development and, there must be mutual respect for each other’s ideas.  This is not a power struggle; there are no winners or losers.  It is about sharing knowledge and techniques with a view to developing different ways of achieving success.

• Awareness of differences: Both parties must be aware of cultural and linguistic differences, and must be open to asking and answering questions to clarify issues in these areas.  For example, how does the other culture demonstrate respect? Is it by standing up when an older person enters the room, or is it by remaining seated?

• Insight into own prejudices: Mentor and protégé need to have insight into their own perceptions of the other culture, gender, or religion, and the myths and stereotypes that surround the ‘other’.  ‘A working mother’s first responsibility is to her family and not to the business’ is an example. Both parties need to be able to suspend these beliefs in order to enter into a trusting mentoring relationship and to learn from one another.  Remember, you are engaging in a relationship with an individual, not with a culture, a gender or a religion.

• Involve top leadership.  It is essential that executive leadership in the organisation champion a diverse mentoring programme.  Firstly, this ensures credibility within the organisation and prioritisation of mentoring activities.  Secondly, it is vital that senior management participate as mentors.

• Obtain input from participants.  Before commencing with a formal diversity-driven mentoring programme, ask potential participants what their expectations, needs and goals are.  This assists with planning to meet organisational requirements as well as creating enthusiasm and commitment for the programme.

More about Dr Christine Boon:

Christine Boon is a social psychologist specialising in the field of resilience. She spent many years as Human Resources Director in Group Africa, (an international marketing company) assisting in the development of interactive leadership. This concept, developed by Mike Boon, focuses strongly on dealing with diversity, personal accountability, staff empowerment, and combining multicultural influences in the workplace to develop powerful workplace communities. Christine also facilitated a Businesswomen’s Support group for four years, which involved women from various industries and types of business. Designing and facilitating transformational interventions for South African Women in Dialogue (SAWID) has continued Christine’s work with women. As part of Vulindlela™ during 2001/2002, she was primarily concerned with transformation and diversity in First National Bank; running workshops for staff at all levels, training in-house facilitators, and monitoring the ongoing activities for sustainability. Following her interest in positive psychology and transformation, Christine facilitated a series of ‘Personal Resilience’ workshops for South African Breweries, and has completed her PhD in the field of psychological resilience. She has also been involved in curriculum development for Community Psychology at Unisa, is a Lifeline counsellor, and has had research published in the South African Journal of Psychology. Christine is currently engaged in facilitating the ‘Vuka’ transformational process in various organizations, along with many other customised trust-building and management development programmes.