Inclusive Workplace Mentoring:

1. Inclusive Workplace Mentoring: Releasing & Harnessing Collective Human Genius Ketra L. Armstrong, PhD, University of Michigan

2. What is Culture? • Pervasive and often invisible • Our Programmed beliefs (overt and covert). • Our Mental Map • Our View of Reality • Our ‘Way of Being’ • “Culture hides much more than it reveals, and what it hides, it hides most effectively from its own members” (Carr-Ruffino, 2009).

3. Benefits of Culturally Diverse Workplaces (Carr-Ruffino, 2009) • Attracting and Retaining the Best Available Human Talent • Reducing Costs (saving money; lowering turnover) • Increasing Organizational Flexibility • Attracting Culturally Diverse Customers and Suppliers • Gaining Greater Market Share (Multicultural World) • Improving Service to Culturally Diverse Clients • Improving Problem-Solving and Innovation • Increasing Productivity • Contribution to Social Responsibility • Bottom Line: Increased Profits (Personal and Professional)

4. Elements of Organizational Culture (Deal & Kennedy, 1982) • Organization’s business environment. • The values or norms of behavior shared by members of the organization. • The individuals identified by the organization. • The rites and rituals employed by the organization to reinforce the values and norms of behaviors. • Communications: the management of the cultural network that sustains the organization’s culture.

5. Personal & Organizational Cultures • Organizations serve as portals for collective human consciousness. • Every person has a cultural ‘pulse’ that influences their cultural consciousness. • Individuals do not customarily leave their culture at the door of their workplaces. Instead, their culture informs and influences their workplace aspirations, performance, and overall job satisfaction. • Thus, in expressed and/or implied ways, the cultural pulse of individuals influences the cultural penchant of their respective organizations. • Cultural diversity is a reality and a unique complexity of contemporary organization. The dynamics of cultural diversity will increasingly influence workplace settings. • The personal cultures individuals bring to an organization often creates micro-cultures of workplace inclusion and exclusion.

6. Systematic Cultural Workplace Exclusion • Glass Ceiling: The invisible barriers that keep culturally marginalized individuals underrepresented in the workplace and/or in upper level management positions. • Glass Cliff: The overrepresentation of the culturally marginalized in precarious workplace positions (poor performing companies, low salaries, limited opportunities for promotions, low authority, etc.) that perpetuate negative stereotypes/discrimination. • Glass Escalator: The process by which those from the dominant culture dominate positions widely populated by culturally marginalized (they are ‘pushed’/encouraged to advance toward upper management positions). Ex: males dominating the leadership of ‘female’ organizations.

7. Approaches/Frames of Inclusion (Adaptations of Ely & Myerson, 2000; Shaw & Frisby, 2006) • Frame One: Fix the ‘Marginalized/Excluded’ - seeks to change perceived weaknesses or deficits with training/skills to emulate the majority. • Frame Two: Value the ‘Marginalized/Excluded’ - recognizes differences; celebrates the traits of the excluded; but creates a binary and marginalizes them into ‘acceptable’ roles. • Frame Three: Create Equal Opportunities - tries to address structural constraints and create equal opportunities; Title IX; Affirmative Action, Quota Systems, etc.; limited success; often creates a backlash against marginalized groups. • Frame Four: Challenge the System - tries to dismantle the underlying power imbalances; contests assumptions that reinforce dominance/marginalization.

8. Innovation at Work(Carmeli & Spreitzer, 2009) Learning Vitality Innovation Work Behaviors Thriving Connectivity Trust • Meaningful • Impactful

9. Mentoring Defined(Talent Development Initiative) • Mentor: Any individual with better knowledge or more experience, who is willing to share his or her knowledge or offer psychological support for other members (i.e., mentee/protégé) who are lacking experience and knowledge (Pastore, 2003, Watson et al, 2009). • Mentee/Protégé: Any individual receiving special assistance to fulfil their professional or psychological needs from others (i.e., mentors) within an organization (Kram, 1985; Noe, 1988).

10. Some Benefits of Mentoring • Maximizes the talent pool (Identifies ‘hidden’ internal talent). • Increases productivity. • Improves professional skills; Engages employees. • Facilitates higher self-confidence. • Expands social and professional networks. • Facilitates and amplifies the likelihood of employee success. • Enhances workplace branding.

11. Mentoring: Formations & Functions • Mentoring relationships are most effective when they are formed authentically and spontaneously. • Two primary functions of mentoring: • Career Functions: sponsorship, exposure and visibility, coaching, protection, career support, etc. • Psychological Functions: role modeling, acceptance and confirmation, counseling, friendship, etc.

12. Mentoring Concepts: Antecedents to Successful Mentoring • Compatibility: the extent of what mentors and protégés have in common in terms of career goals, interests, and/or attributes. • Premise: High degree of compatibility leads to higher mentoring effectiveness. • Similarity-Attraction Paradigm: posits positive linear relationship between the extent of similarity and the magnitude of attraction in the initiation of relationships (Byrne, 1971).

13. Similarity-Attraction Paradigm • Surface Similarity (Social Categorization Theory): • Simple Demography; Demographic cues. Fails to capture the dynamics of organizational culture and organizational behavior. This approach often ‘couples’ the marginalized/culturally excluded. • Relational Demography: The relational aspects of demographic variables based on the organizational composition and one’s interactional networks (Tsui & O’Reilly, 1989). • Deep Level Similarity: Value-Based Similarity • Ideology • Attitudes • Beliefs

14. Types of Mentoring(Marofsky & Johnston, 2001) • Traditional Mentoring – one individual assigned a mentor. • Group/Team Mentoring – one individual mentors two to four mentees. • Multiple Mentoring – a mentee has several mentors (in different areas). • Focused Programs – mentorship programs specifically dedicated for women, People of Color, specialized professional group, etc.

15. Types of Mentoring(Marofsky & Johnston, 2001) • Peer Mentors – having peers to mentor each other • E-Mentoring - distance/online mentoring; Google Hangouts/Skype; internet communication; e-mails, etc. • Cross-Department/Company Mentoring: Having mentors in different departments or companies (ex: women working with women in similar positions in another department or organization).

16. Programs Similar to Mentoring(Marofsky & Johnston, 2001) • Reverse Mentoring: Pairing a younger expert with mentor with an older mentee. • Groundhog Job Shadowing Day: On Groundhog Day (February 2), employees are paired with someone they want to shadow in the workplace. • Employee Loan Programs: Individuals work in another department or division under the guidance of a mentor.

17. Programs Similar to Mentoring(Marofsky & Johnston, 2001) • New Hire ‘Buddies’: Programs to provide support for those new to the organization. • Recruitment Contacts: Partnerships created in the pre-interview phase, before a position is accepted. Internal workers call the ‘new’ recruits. • Accelerated Mentoring Program: Short-term ‘fast-track’ process where mentees/protégés are paired with a person in a high-ranking position. • Sponsored Training Grants, Scholarships, & Internship

18. Challenges to Cross-Cultural Mentoring (Sonneshein, 1999, Steele et al.,2002; Carr-Rufino, 2009, & others) • Cultural Stereotype Threats* – categorizing and organizing information based on our preconceived assumptions and cultural generalizations. • Cultural Identity Cues – instantaneous associations base on our cultural perceptions. • Culturally Selective Attention – paying attention to what we want to based on our culture. • Culturally Selective Exposure- noticing favorable and familiar things, yet avoiding those that are unpleasant or unfamiliar. • Culturally Selective Recall – remembering culturally positive episodes and forgetting those that are inconsistent or incongruent with our cultural.

19. Challenges to Cross-Cultural Mentoring (continued) • Cultural Polarization – perceptions based on cultural extremes. • Self-Fulfilling Prophecy – the tendency to align our perceptions about culture to match our expectations. • Consistency Theory – the system that tells us what belief systems and personality traits to together in a person. • Fact-Inference Confusion – seeing something and immediately making cultural judgments and assumptions; our inferences become our ‘facts’. • Cultural Frame of Reference – the habitual ways of interpreting sensory data based on our cultural attitudes, experiences, skills, etc.

20. Consequences of Stereotype Threat • Distraction • Cognitive Burden • Anxiety • Physiological Discomfort • Underperformance • Expectancy Disconfirmation Nguyen, H.-H. D., & Ryan, A. M. (2008). Does stereotype threat affect test performance of minorities and women? A meta-analysis of experimental evidence. Journal of Applied Psychology, 93, 1314-1334

21. Consequences of Stereotype Threat • Disengage from the activity. • Decrease their performance. • Distance themselves from the group. • Leave the organization; start their own businesses (notable increase in businesses by women and People of Color). • Change fields or areas of employment. Good, C., Aronson, J., & Harder, J. A. (2008). Problems in the pipeline: Stereotype threat and women’s achievement in high-level math courses. Journal of Applied Developmental Psychology, 29, 17-28; Osborne, J. W., & Walker, C. (2006). Stereotype threat, identification with academics, and withdrawal from school:  Why the most successful students of colour might be the most likely to withdraw.  Educational Psychology, 26, 563-577.

22. Reducing the Impact of Stereotypes • Encourage common identities among employees. • Hold high expectations of all employees. • Provide role models from a variety of cultural backgrounds. • Recognize that high performance and productivity is challenging for all, regardless of cultural identity. • Communicate how skills and abilities can be learned and developed.

23. Inclusive Mentoring Challenges ‘Traditional/Normal’ Leadership (Quinn & Spreitzer, 2005) ‘Normal’ Leadership • Comfort Centered • Externally Directed • Self-Focused • Internally Closed ‘Mentored’ Leadership • Amenable to Change • Internally Directed • Other-Focused • Externally Open Less Integrated, Less Energized, Stagnant (Exclusive) Transcends ‘Normal’: Higher Level Functioning, Self-Renewal, Vibrant, Promotes Human Strength, Psychologically Elevated (Inclusive)

24. Ingredients of Successful Inclusive Mentoring • Company/Organization Sponsored; Leadership Buy-In • A Critical Part of the Organization’s Strategic Vision • Clearly Defined Expectations regarding Diversity and Inclusivity • Strategic Metrics and Accountability (for the Mentors and Mentees) regarding Diversity and Inclusivity • Trust in the Mentoring Relationship; An Authentic Personalized Relationship (within and between cultural groups) • Confidentiality • Commitment to the Mentoring Process (no Cultural Tokenism) • Designed to Generate Successful Outcomes (Productivity, Career/Workplace Advancement, Growth, etc.) for Mentor and Mentee • Program & Mentorship Evaluation

25. Race and Mentoring • Mentoring is important and beneficial to all employees, but it is particularly important to those who are culturally excluded or marginalized in the workplace. • Research has revealed that People of Color who advanced the furthest in the corporate pipeline all shared one characteristic: a strong network of mentors and corporate sponsors who nurtured their professional development. • Mentors of People of Color must increase their understanding of the expressed and implied role race plays in their Workplace experiences and their career development and advancement.

26. Strategic Mentoring Plans • Needs Assessment: SWOT – Strengths, Weaknesses, Opportunities and Threats to Workplace Diversity & Inclusion • Mission, Goals, Objectives, Expectations, and Outcomes: • Aligned with Productivity and Performance Goals • Considerate of Human Capital (the contributions and benefits expected); ‘Job Description’ • Promoting Cultural Inclusion and Workforce Diversity • Screening and Selection to Facilitate Cultural Inclusion: • Screening Criteria • Selection Process: (a) Open Process - Volunteers; (b) Closed Process - Recommendations; (c) Appointment Process - Assignments

27. Strategic Mentoring Plans • Maximizing the Cultural Capital in the Mentoring ‘Match’ • Mentor and Mentee ‘Profile’ Sheets • Assessment of Diversity & Inclusion Beliefs & Activities • Strengths and Talents (of Mentor and Mentee/Protégé) • Weaknesses (of Mentor and Mentee/Protégé) • Cultural Needs of the Mentee/Protégé • Motives and Desires for the Mentorship • Shared Cultural Interests (personal and professional) • Elements of Cultural Compatibility (Surface and Deep Level) • Etc.

28. Strategic Mentoring Plans • Develop a Culturally Respectful ‘Game Plan’ for the Inclusive Mentorship • Information Sharing (CV, samples of work, etc.) • Time Format: Flexible Time Format vs Structured Time Format; Flexible and yet structured, etc. • Model/Type of Mentoring Preferred • Nature & Structure of Mentoring Sessions: Personal vs Strictly Professional • Meeting Places (Culturally Welcoming) • Style: Proactive vs Reactive Process • Balanced Feedback Guidance (‘Over-mentoring) • Mentoring Activities; Timeline, Calendar of Meetings/Events • Reflective Activities (Reflective Mentoring Journal; Mentoring Self-Assessments

29. Strategic Mentoring Plans • Management of the Implementation Process: • Mentoring Manual – containing clearly defined policies, practices, protocols, and procedures (including liability and risk management) approved by the employee leadership team. • Training and Supervision of Participants. • Action Plans; Actionable mentoring items. • Mentoring Enhancement Activities: Mentoring Workshops, Luncheons, Seminars • Budget/Financial Plan; Financial Incentives/Grants to support mentoring activities

30. Strategic Mentoring Plans • Program and Mentorship Evaluation • Metrics for Success • Data to be collected • Formative & Summative Evaluation Phases • Pre-and Post Mentorship Performance • Pre- and Post-Mentorship Satisfaction • Different Stages and Mentorship Life Cycle • Incentives & Rewards: component of annual performance review, merit increase, gifts, awards, monetary, etc.) • Resources Needed

31. Strategic Mentoring Plans • Electronic Database (online portal) for relevant inclusive mentoring information: pertinent resources, articles, list of activities, etc. • Archives: • Compilation of Best Inclusive Mentoring Practices • Profiles of Past Successful Mentors from Culturally Marginalized groups in the workplace. • Compilation of Successful Cross-Cultural Mentors and Mentorships

32. Conclusion: Reimagining Mentoring: Reinvisioning Workplace Inclusion • We must get beyond the visceral reactions to Cultural Diversity and Inclusion! • Inclusion should not be used synonymously with Assimilation! • Inclusion should not be a Social Agenda Item, but a Human Rights Issue… a Workplace Agenda Item!

33. Conclusion: Reimagining Mentoring: Reinvisioning Workplace Inclusion • The Culture of anorganization is its ‘heart and soul.’ • Multicultural organizations are more productive than those that are Monocultural. • Sustainable organizational changes must: • Start with changing the fibers of its Cultural Essence. • Recognize Cultural Differences as Workplace Assets. • Embrace Mentoring as essential to the execution of a successful Workplace Diversity/Cultural Inclusion Program.

34. Fundamentals for Mentoring Success and Authentic Workplace Inclusion(Sonnechein, 1999) • Respect – for others, for differences, for ourselves. • Tolerance – for lack of familiarity and ambiguities in language, styles, and behaviors. • Flexibility- in situations that are new, different, difficult, or challenging. • Empathy – to feel what someone who is different from you might be feeling. • Patience – for change that can be slow and difficult. • Humor – because when we lose our sense of humor we lose our sense of humanity as well as our perspective.

35. … Into an Inclusive and Thriving Workplace Culture

36. Thriving Organizations