3 Career-Changing Ways White Mentors Can Help Minorities Succeed

Working in corporate america can be a real melancholy experience. With over 14 years of dealing with internal politics and constant struggle to prove my worth, I can say, there was one boss in particular that looked out for me. His name was Mr. G.

Mr. G was not your typical white man, although his life was picturesque. You know, a huge 4-story home in East Cobb, a wife, and two normal kids. Unlike the supervisor characters you’ve seen in movies like Horrible Bosses, Mr. G was extremely personable and compassionate about your work life and personal life. But, my respect for him derived from the fact that he allowed me to grow as an employee.

I started working for Mr. G in 2001. He was the Vice President. I was his new Project Accountant. With his support, I became an exceptional employee and even followed him to another company once he decided to move on with his career. Although Mr. G was not my “mentor,” after numerous one-on-one’s and just watching how he interacted with his counterparts, I gained a tremendous amount of knowledge.

Unfortunately, many minorities do not receive the same level of guidance from their white managers. Historically, there’s been studies that’s shown the wide gap between white and minority career development. In 2001’s Harvard Business Review article “The Truth About Mentoring Minorities: Race Matters,” author David A. Thomas expressed that whites rose up the corporate ladder much earlier in their careers. Minorities, on the other hand, had a slower process. Whites were promoted to management positions within the first 4 years of their career. Whereas it took a minority employee 8 years before reaching any type of management status.

The HBR 12-page article explains why “white” mentoring – and how it is treated – are the reasons why minorities struggle to become managers and executives. As much as it is the employees responsibility to work hard and create career alliances, establishing a good rapport with your mentor is too.

For white mentors to create a rewarding relationship with a minority mentee, Thomas suggests to first do the following:

1. Openly discuss racial stereotypes – Minorities tend to advance further when their white mentors acknowledge race as a potential barrier.

2. See yourself in your protege – They’re are like you, years ago. If you can identify with one another, that will forge closer relationships.

3. If you are unsure whether you’re the best role model, help proteges identify other appropriate supporters. 

To read full article, click link below:

Mentoring Minorities – HBR Article

The mentor/mentee dynamic is all about building a strong foundation and mutual respect (and trust) with one another. Like Mr. G and I, our bond grew stronger and stronger during the 9 years that I was under him. I eventually lost Mr. G as a boss and took on another person. But, the new boss – and others after – did not compare to Mr. G at all. They could care less about how far I got in my career. It was because of my own hard work that I continued to perform well. However, I did not have passion for accounting and analysis. During my final 4 years in corporate america, I lost all the drive I had left. So, I slowly returned to my roots, which was entertainment and writing.

Mr. G’s influence and mentoring (by default) help create the business woman I am today. I will be forever grateful for his leadership and things he unknowingly taught me. Our white/black positions was never an issue. So, us as minorities can not put the blame on all whites. Stay focused on the job and where you are trying to go with it. Color doesn’t have to be a stepping stone. But if it is, the mentee should use it to their advantage. And mentors should always be willing to help create our next set of great leaders.