Why Being Told To “Get A Mentor” Is Such Bad Advice For Inclusion

One of the most persistent, most misleading pieces of career advice that you will ever hear is “get a mentor.” This is an oversimplified piece of 20th Century way of thinking that simply doesn’t benefit everyone.

In the 21st Century what we need to think about are developmental networks

In todays show I discuss several things including:

  • Why being told to “get a mentor” can be ineffective
  • The reason you urgently need to understand Developmental networks
  • The opportunity you have to manage your own career and much much more

Here’s some of what I share in the show:

The Reasons Why “Get a Mentor” Is Bad Advice For Most People

I explain why this persistent piece of advice is too generic to be useful:

“Generic advice like turn up on time or dress appropriately are useful for pretty much everyone. “get a mentor” is not”

Developmental Networks: What They Are And Why You Should Care

I define developmental networks and explain why they are so important:

“Your Developmental network is made up of the people who take an active interest in your career and take action in helping you. An active interest and action”

Developmental Networks are Flexible

I explain why developmental networks are a useful way of thinking about your career development:

“The best developmental network is the one that best suits your needs. There is no one size that fits all. This means that you can get different types of support from different people”

To continue the conversation, get in touch or leave a message, we would love to hear from you in The Resource Groups Community, that’s also where you can access a slide deck that summarises everything that we talk about on the show.

Click here to tell me the 3 things you want me to cover on this podcast

Show Notes:

“Bicultural Experience in the Legal Profession: A Developmental Network” by Jonathan Ashong-Lamptey

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences