Mentor and executive sponsor relationships are foundational to retaining, developing, and advancing all professionals—especially women, minorities, and others who are under represented. But what is it that really sparks long-standing mentor or sponsor relationships, ones that deliver what each person hopes and expects from their mutual investment? Hint: The “secret sauce” is not simply sharing a common background, interests, alma mater, gender, or identity. The success factors lie in 1) crafting mutual goals for the relationship, 2) choosing a senior participant who understands the dynamics of allyship, and 3) providing context for junior participants so they can gain insights to even consider a mentoring relationship.
Allyship can and must be learned as a discrete skill. Currently, only 14% of employees at U.S. firms are trained to be effective allies at work, according to the 2021 LeanIn Foundation report on working women. Meanwhile, the same study confirmed what many women already know: Women are disproportionately asked to mentor other women, especially women of color. A more nuanced understanding of the leadership skills of being an ally distributes allyship responsibilities and opportunities more equitably among senior leaders—strengthening commitment, results, and respect for younger professionals to emulate.
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Moss Adams LLP
Associate Director
tricia.bencich@mossadams.com
(206) 652-6947
Tricia Bencich is an essential member of Moss Adams LLP's leadership. Tricia is entrusted with maintaining employees' happiness, whether through perks, benefits, or ensuring low burnout rates.
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