Beyond Pride Month: Mentorship in the LGBTQIA+ Community

As Pride Month comes to a close this year, it serves as a poignant reminder of the ongoing importance for LGBTQIA+ rights and equality. In this changing landscape, creating an inclusive work environment that celebrates diversity and empowers individuals becomes paramount. While organizations worldwide have made strides in fostering inclusivity, mentorship serves as a powerful tool to bridge the gap between acceptance and advocacy. By providing guidance, support, and encouragement, mentors play a pivotal role in helping LGBTQIA+ employees navigate the unique challenges they may encounter. This month, Marlin Hawk explores the importance of mentorship in the workplace during Pride Month, examining how it promotes personal and professional growth, enhances diversity and representation, and cultivates a culture of understanding and acceptance for the LGBTQIA+ community.

Why is Mentorship Important?

Seeking guidance and mentorship can significantly accelerate one's career growth and personal development. A mentor, with their wealth of experience and expertise, serves as a trusted advisor and source of inspiration, offering invaluable insights and guidance. However, finding the right mentor requires strategic planning and a proactive approach. By taking the initiative to seek a mentor, you demonstrate your commitment to continuous learning and professional excellence.

Our interviewees provided practical steps to navigate the process of finding a mentor, highlighting the importance of identifying shared goals, fostering genuine connections, and leveraging available resources within your industry. With a solid foundation and a well-crafted plan, you can embark on a transformative mentorship journey that will propel you towards success.

Nydia Sahagun , Head of Brand and Acquisition Marketing at Humana shares, “Mentors were a critical part of my professional growth throughout my career, especially being a first-generation lesbian Latina learning to navigate corporate America with no resources to turn to within my family. They not only provided guidance and support as I broke cultural barriers and navigated unchartered territory, but they also served as role models providing inspiration to me. Seeking a balance of mentors that are like you, and the complete opposite is important in having leaders that can provide a different perspective, as well as those that can relate to you and the situations you’re navigating.”

George Sholley , Head of Production, North America at 奥美 says, " Just like any relationship, mentorships take time and effort – and no one wants mentorship to feel transactional. Start by finding organic ways to meet leaders in your field. Look to LinkedIn for industry events and conferences as opportunities to meet people you “want to be like” and ask if you can buy them coffee to learn more about their path. Most people you find will be flattered to be asked, and most will be more than happy to help the next generation of young professionals find their way.”

Renee D. Brown , Founding Partner at Inside Marketing Consulting adds, “Finding mentors in your own organization is the best path, but for folks in smaller organizations or ones without strong leadership you admire; I would recommend looking to organizations locally such as your local HRC chapter leadership or Out and Equal chapters in your area.?In addition, looking at LinkedIn connections with leaders that you know is another option. If you have LinkedIn Premium, you can message someone you admire and request a meeting.?I have taken more than one of those with LGBTQIA+ folks and have always enjoyed the conversations. Finally, your HR partner is a critical person to know in your organization. They are plugged into the leadership pipeline; they know who the emerging rock stars of the company are and can connect you. Always take time to get to know your HR representative. Take them to coffee or lunch, learn from them because they can help you in many ways in your career.”?

Rustin Richburg , Chief Talent Officer & Partner at 艾意凯咨询公司 suggests, "Mentorship is akin to an apprenticeship model where you learn with those around you. The premise of this model is that we all have something to learn and we all have the opportunity to teach. Mentorship is really embedded in every moment of the career experience formally - through your management team, engagement manager or career coaches - and informally - through ERGs, networking opportunities or meeting leaders from different industries. Mentorship lays the foundations of helping you navigate your career and your own growth and development."

Who Makes a Good Mentor?

When seeking a mentor, is it more important to find someone who is part of the LGBTQIA+ community? Or, rather, is it more important to find someone who has the role or career you aspire to have?

George says, “As an openly gay professional, I’ve received nothing but support from my mentors.?They have cheered me on from the sidelines as I have worked toward my goals, both personally and in the workplace. They were there when I married my husband! I’d like to think that these incredible people appreciate me for who I am, including the attributes that make me different. In my opinion, mentors of LGBTQIA+ people do not necessarily need to be LGBTQIA+ themselves. However, they must be allies – I can’t see it working if not. It really helps if they understand how elemental the queer part of our identity is to us.”??

Rustin shares, “My first ever mentor was more than a mentor, they were an ally, because at that time I had not come out professionally. Having someone in the workplace that went out of their way to create a friendly, safe space meant I felt comfortable, engaged, and welcomed, both professionally and personally. That relationship showed me mentorship is about the caring nature that so many people have and to make sure I stop and pause to appreciate those moments. Mentorship does not necessarily come from someone that is more senior in your organization, it can be with others that that are on parallel paths with you. Good mentorship is being open and seeking out the opportunities to be mentored and to mentor along the way, often starting with a friendly conversation.”

“It is most important to find a person you admire and want to learn from and be like in your work.?That can be an ally of any form and they may be in your career path or a completely different path.?With my mentors, I looked up to them for the humans they are as well as the work they do and followership they developed.?When you know someone that others in the organization would follow anywhere, form a relationship with them, create a list of top questions (and your answers before you ask) and create a partnership. ?Another important point, with mentors, it is critical that you find ways to help them as well - mentorship is a two-way street! You can always help someone, find a path and make the relationship reciprocal”, explains Renée.

Nydia adds, “For me, both have been equally important and why I believe one should have more than one mentor. Having a leader understand and identify with you gives insight that authentically represents you, however having someone that could be the total opposite of you will help you uncover new perspectives or blind spots you may have not considered in the past. Both are essential to professional growth.”

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What Qualities Should Someone Look for in a Mentor?

Renée describes the qualities that both mentors and mentees should have as follows, “Mentors need to be honest (if the mentee has blindspots, they need to share those in a productive and kind way), fair (keeping bias or unreasonable expectations away from conversation), thoughtful (able to see things from the mentee's point of view), a great listener, and reflective (able to spend time away from the sessions to reflect on ways to help).?Mentees need to be proactive (with questions, issues, potential actions for feedback), reciprocal (always finding ways to help the mentor/ thank them), and active (finding new things to learn, new paths to potentially take, identifying areas they do not know).”

“In a mentor, I’d say patience and generosity are key attributes. Patience to allow mentees to learn slowly and meaningfully, and generosity with one’s knowledge and time to facilitate their growth. In a mentee, reliability and flexibility come to mind as necessities. A great mentee must be someone who a mentor can rely on for the latest in culture, trends, etc. – and to show up on time -- and you’ve also got to be flexible: your mentor may need to push back meetings and coffee appointments to accommodate other urgent matters. Sometimes you’ll need to wait for a few extra minutes for them. Oh, and never forget the generosity of your mentors when you achieve success – and pass on your good fortune of mentee-ship to someone else who might not otherwise have had the opportunity”, shares George.

Nydia suggests, “Mentors should be willing to commit to the length of the relationship, listen effectively, provide quality feedback and help facilitate development experiences. Mentees should be committed to the relationship as well and be prepared for meeting with their mentors. They should adopt a learning mindset and be open to constructive feedback. If both the mentor and mentee are fully engaged, it can be a very successful relationship.”

“One of the most important qualities to look for in a mentor is the ability to listen and ask questions. In coaching, it is called active listening and by developing coaching skills you can really open up your impact as a great mentor. Another quality in any great mentor is being open which means you're listening, you are observing, you are meeting people and you are making yourself available,” adds Rustin.

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How Can Organizations Foster Mentorship?

Mentoring opportunities and programs will look different based on the type of organization. Larger companies with more resources might have the opportunity to build out formal, developed mentorship programs, while organizations of a smaller scale with limited resources may choose a more informal mentoring model.

Companies can enhance their support for mentorship by implementing several key strategies. Firstly, creating formal mentorship programs that include clear objectives, guidelines, and mentor-mentee matching can help establish a supportive and engaging mentorship environment that promotes skill development and career progression for their employee. Companies should create a structured mentorship program that outlines clear objectives, expectations, and guidelines. This program can include matching mentors and mentees based on their goals, interests, and expertise.

Rustin suggests, "Even if you're creating a very structured program, you must have the unstructured element of finding the connection. To go deeper and have a longer-term impact means making that deeper human connection - that is what mentorship is about. You can be strategic and structured around the kind of mentor you would like, how you identify and meet people that could be a mentor, and how you put yourself out there and ask a person for mentorship. But you can also be open to serendipitous connections that are more unstructured where you do not necessarily go out specifically seeking an individual. There is a balance to being open to finding and to seeking a mentor."

Companies can also offer mentorship training programs to mentors to equip them with the necessary skills and knowledge to effectively guide and support their mentees. This training should cover active listening, communication, feedback, and goal-setting techniques. It should not be assumed that because someone is great in their role, they will be innately great at mentoring; it is a skillset that can be trained and flexed like any other.

Nydia shares, “Humana does have a formal mentoring program with three distinct types of opportunities: traditional, network and group mentoring. The program overall is a time-bound, mutually beneficial learning partnership providing opportunities to share skills, experiences, and expertise focused on the critical skills development objectives of the mentee. Companies should prioritize formalized mentorship programs and incorporate it into their development strategies. My team specifically incorporates mentorship within our development framework.”

George details Ogilvy’s ‘Associates Program’ which serves as a starting point for junior talent getting their start in the business. According to George “the biggest gift we can give – to others, and to our companies -- is to teach. Ogilvy facilitates that in a brilliant way through the Associates Program. I’ve gotten close to a few of the Associates in the program, and I’ve learned just as much from them as they have from me!”

However, if an organization does not have a formal mentorship program established, Renée suggests companies then have the unique opportunity to create Learning Groups. She adds, “companies of every size need to focus on continuous learning and education of their employees.?By creating lunch and learn groups, or webinars on topics of interest or need; that is a way for folks in the company to see/learn from leadership.?Also, a way for employees to potentially find mentors.?So, I recommend all companies create learning opportunities - in person or virtually - and as a side benefit create paths to mentorship.”

Also, companies should foster a mentoring culture by encouraging voluntary participation, allocating dedicated time and resources, and facilitating networking opportunities. Recognizing and rewarding mentors, measuring program effectiveness, and supporting cross-functional mentorship also contribute to a successful mentorship program. Lastly, ongoing support in the form of check-ins, mentorship coordinators, and access to external mentors ensures the sustained growth and development of both mentors and mentees. By implementing these strategies, companies can establish a supportive and engaging mentorship environment that promotes skill development and career progression for their employees.

While there are formalities to mentoring, there are some relationships that are formed in the right place at the right time. Nydia shares, “One of the most influential mentors I had earlier in my career was a leader within my organization that also identified with the same diverse dimensions. We were also from the same city, so when he joined the organization, we knew each other peripherally. Without asking for formal support, he took me under his wing, and I not only learned so much from him professionally, but he also became my biggest ally in the organization helping open doors for my growth.”

Bios

Nydia Sahagun, Head of Brand and Acquisition Marketing at Humana

Nydia is Head of Brand and Acquisition Marketing for Humana’s Primary Care Organization. Nydia’s career as a leading and award-winning national marketer spans over 20 years and includes work at top national retail, financial services and healthcare brands. At Humana’s Primary Care Organization, Nydia is responsible for leading marketing and brand strategy and delivering growth through B2C and B2B channels. Prior to that at Wells Fargo, Nydia oversaw the development of enterprise segment strategies to deliver products, services and experiences that meet the needs of the rapidly growing diverse marketplace. Her leadership role within the company and unique lens into culture helped shape a more a customer centric approach to marketing. Armed with intimate knowledge, ranging from media and agency to CPG and retail, Nydia knows how to succeed with consumers by tapping into data and insights to drive overall business performance. As a leader in the marketing industry and member of the ANA’s Alliance for Inclusive and Multicultural Marketing, Nydia has been quoted extensively in outlets such as Minnesota Public Radio, Advertising Age, and Portada to name a few, in addition to providing her expertise at nationally recognized industry conferences such as the Association of National Advertisers’ Masters of Marketing. Nydia serves on the National Board of Directors for GLSEN, an LGBTQ non-profit focused on anti-bullying and inclusive school environments. She received her MBA from Kellogg School of Management, Northwestern University and her bachelor’s degree from Columbia College in Marketing Communication. Nydia currently resides in Fort Lauderdale, FL with her 5-year old son.

George Sholley, Head of Production, North America at Ogilvy

George Sholley is Head of Production of North America at Ogilvy where he leads production performance strategy, operations change management, content operations and post and primary production media strategy. George has held production leadership roles at Apple, Paramount+ and BBDO Worldwide. With more than 15 years of experience, George's career expands defining global brand innovation and positioning across content operations and multi-distribution platforms. He combines his love of design and technology to create intuitive, complex systems for world-class brands.

Renée Brown, Founding Partner at Inside Marketing Consulting

Renée Brown is a seasoned marketing leader who specializes in developing teams, building brands and driving business growth.?Brown led several areas of marketing at Wachovia and Wells Fargo over a 20-year career, she has served as a CMO at TIAA, Optum Care (part of UHG), and most recently at iLending, a FinTech startup.?She is currently a marketing consultant at Inside Marketing (www.insidemarketing.consulting) with two fellow CMO business partners. ?She holds a Bachelor’s and a Master’s degree in Communication Theory from Louisiana State University, currently lives in Denver, CO; and has a daughter who is a rising Junior at Boston College.

Rustin Richburg, Chief Talent Officer & Partner at L.E.K. Consulting

Rustin is the Chief Talent Officer and Partner at L.E.K. Consulting based in New York, where he drives the firm's global people and talent strategy. Richburg is a globally recognized HR & talent leader working as a board member, human relations operator, and transformation executive. With a successful track record working in consumer goods and retail Fortune 100 companies, Richburg also has consulting experience within industries such as hospitality, pharmaceuticals, healthcare, and logistics. Skilled across HR and talent capabilities; and respected as a business partner and counselor to business leaders in shaping winning strategies and building inclusive teams. Extensive experience living in and leading teams across North & South America, Europe, Africa, APAC and Middle East.

Olivia Westbrook-Gold, Principal at Marlin Hawk

Olivia is a Principal based in Denver. Since joining Marlin Hawk, she has served clients across the financial services, technology and healthcare sectors. She has led a wide variety of searches across general management, marketing and customer experience, strategy, compliance, cyber security and technology. Additionally, Olivia is a point person globally for Human Resources searches across industries. Olivia is passionate about diversity, equity and inclusion and has built a robust network of corporate LGBTQ+ leaders that she partners with to devise best practices to support DEI initiatives. Olivia graduated with a BA from Vassar College and has an MA in Industrial Organizational Psychology from Teachers College, Columbia University. Outside of the office you will find Olivia hiking with her dog Rosie, visiting craft breweries or reading on the couch with her cat Squee.

Carlos Beltran, Associate at Marlin Hawk

Carlos is an Associate based out of the Denver office. Carlos is responsible for candidate delivery across financial services, fintech, and healthcare verticals. Prior to Marlin Hawk, Carlos managed candidate delivery in the life science industry. He has a passion for matching individuals to opportunities that will provide them growth. When not in the office, Carlos loves to travel, watch sports (Big NY fan), and explore his new home state of Colorado.