Leaders tend to coach and mentor their “own,” and here’s the human impulse that drives it: Even those who believe that diversity improves creativity, problem solving, and decision making naturally invest in and advocate for the development of the subordinates who are most like them. They see less experienced versions of themselves in these folks, and so they’re inclined to believe in their potential — they want to nurture it. Of course, this also means that growth and advancement opportunities go disproportionately to those who belong to the demographic or social group that’s already in power. That’s what I’ve often observed in my leadership experience, and research confirms that this happens in organizations.
Mentor People Who Aren’t Like You
Leaders tend to coach and mentor their “own.” Even those who believe in the value of diversity naturally invest in the development of the people who are most like them. They see less experienced versions of themselves in these folks, and so they’re inclined to believe in their potential. Of course, this also means that growth and advancement opportunities go disproportionately to those who belong to the demographic or social group that’s already in power. Simply saying that diversity matters won’t change a thing. We must demonstrate our commitment to it by deliberately mentoring people who aren’t like us. Otherwise, we do what’s comfortable, and we risk saying with our actions that we care about cultivating the talents of a homogeneous few. Mentoring across demographic lines extends the organization’s talent pipeline and increases leaders’ social and emotional intelligence, so it’s a win all around.