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Sheila Robinson left corporate America to start a magazine she feels answers the career-advice needs of women. Now her audience is going to have the added benefit of finding the best jobs out there.
Diversity Woman magazine has joined the DiversityInc Recruitment Network (DRN), the largest online diversity network connecting underrepresented groups to companies that value and understand the benefits of diversity. The DRN includes three other sites: HBCUConnect.com, the largest online community of HBCU students, faculty and staff members, alumni and parents; Babbalu.com, the fastest-growing online community for Latinos; and ASCENT, an organization designed to work with multicultural women seeking senior positions in corporate America.
In 2004, Sheila Robinson’s employer of 14 years, DuPont, sold its textiles division and offered her and many others a buyout. Robinson, then the North American marketing communications director, looked around for similar positions but ran into “some diversity issues.”
At a Fortune 500 company, she was interviewed by three vice presidents, two directors and the president of the company, and she was told by the president “that I had all the experience they would ever need.” She would have had 25 white men reporting to her.
There was one big “BUT.” The president said he had an obligation to the employees who had been there a long time and that she “was not the right fit.”
“That was really the last straw,” she recalls. “That day, I told my husband, ‘I can’t do this anymore. I have to do something creative. I’m going to pursue my idea of starting a publication.’”
She tried to turn all her anger and negative energy into something positive. She had been responsible for placing advertisements for DuPont in publications. “I always thought there were not enough business magazines that focused on your career,” she recalls. “A lot of them focused on what’s happening in the business world but not on individual career development and individual performance.”
And so in 2004 she became the publisher of a quarterly magazine, North Carolina Career Network Magazine, which provided career advice and resources to business professionals. She soon realized that the type of stories she wanted to focus on–career advice, especially for women of color–had a much more national audience and more appeal to national advertisers.
She studied the market to devise a unique product and came up with Diversity Woman, a national publication that offers professional women career advice they can use. “I’ve always had a need to advance in my career. And I was always the type of person that took responsibility for my own professional development,” says Robinson.
The web site, www.DiversityWoman.com, is up. She anticipates the initial controlled circulation of the print magazine at about 100,000. She’s funding the publication through loans and personal investments.
“Entrepreneurship is one of the most rewarding things that I have done,” she says.
If she could give her younger self one piece of advice, this is what she’d say: “Start a business earlier and have multiple projects. I have so many ideas on things that I could have learned from a business standpoint; there are so many things I’m passionate about.”
The most common problem Black, Latina, Asian and American Indian women face in corporate America, she believes, is that “they don’t support each other. They are so busy, or so afraid. I think sometimes we are not really aware … we are working so hard to keep our heads above water that we sometimes forget that if we lift others up while we are lifting ourselves, we all win.”
How to Build a Successful Mentorship
June 14, 2008
When Rushabh Mehta, a senior consultant in the financial-services office of Ernst & Young, wanted guidance on the best ways to develop business relationships with his clients, he didn’t go to his immediate supervisor. He also didn’t turn to the senior people on his team. He went to his mentor–Simon Plummer, a senior manager of risk advisory services with Ernst & Young, No. 17 in The DiversityInc Top 50 Companies for Diversity®.
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“An important aspect within the firm is developing business relationships with your clients, and that is something which, as a senior [in financial services], you don’t get too much exposure to,” says Mehta. “I wanted to tap into this mentoring program to be able to learn and get some exposure to the business-development aspect of this organization.”
Today, Mehta and Plummer are enrolled in Ernst & Young’s Learning Partnership mentoring program, a one-year formal program in which participants are matched on the basis of their answers to an online questionnaire.
“I thought it would be a great opportunity to get to know someone with less experience within the firm, to help them develop that talent and to help them to learn some of the things I have experienced through my time in the firm,” says Plummer.
Like Mehta, many people from traditionally underrepresented groups are discovering the benefit of having a mentor when trying to manage their careers. It can be “very critical to the development of one’s progress,” says Allan Mark, America’s director of diversity strategy and development for Ernst & Young.
But how do you find a mentor that’s right for you? And how do you get the most out of that relationship once you do? Take a look at these five tips from senior executives on how to build a successful mentor-mentee relationship.
1. Make Sure Your Mentor’s a Good Fit
Choosing a mentor is rarely easy, even if your company has a formal mentoring program. Research is vital to making sure you choose a mentor that is a good fit.
“When trying to find a mentor, you need to assess whether or not your needs align with your potential mentor’s abilities,” says Kym Ward Gaffney, national director of coaching at PricewaterhouseCoopers, No. 4 on the DiversityInc Top 50. “What you’re looking for in a mentor is someone who is somewhat different from you, but you see some skills or qualities in them that you … would like to model yourself after.”
Ward Gaffney also advises mentees to talk to others about their potential choice during the research phase and find out what impact that person has had on other mentees’ careers, as well as getting feedback on what the person was like as a mentor.
Karen Brown, director of corporate diversity at Rockwell Collins, one of DiversityInc’s 25 Noteworthy Companies, agrees. “Mentoring is about building a relationship,” says Brown. “It’s important to find someone with whom you can build a trusting relationship,” she says.
If your company does not have a formal mentoring program, seek one out on your own, even if it means going outside the company to find the right person. “Don’t wait, go for it,” says Ward Gaffney. “You have to go out and be proactive, listen to the feedback that you are receiving from others and maybe that can help direct who could possibly be your next mentor.”
Top 50 Tip: All of the Top 50 companies have training for mentors.
2. Don’t Be Afraid to Step Out of Your Comfort Zone
While your first instinct might be to find a mentor who is like you, stepping out of your comfort zone and teaming up with someone from a different race, ethnicity or gender can give you a competitive edge.
“It’s important to have an association with a wide variety of individuals. Different mentors bring different perspectives and possibly an orientation to life’s circumstances that you have not had,” says Margot Copeland, executive vice president and director, corporate diversity and philanthropy with KeyBank, No. 33 on the DiversityInc Top 50.
Stepping outside your comfort zone can be particularly beneficial if you are from a traditionally underrepresented group. “Having someone who is different can certainly serve as a springboard for ideas,” says Copeland, who has had male mentors and mentors from different racial groups. “It’s good to have a wide berth of relationships in your circle so you have different points of view when you are trying to problem solve or access information.”
“As the work force grows increasingly diverse, it’s important to learn to work with people different from you,” says Ward Gaffney. “If you feel that someone’s race, age or gender is going to [keep] you … from being transparent and being able to have a candid, authentic relationship, then perhaps you’re not ready at that moment in your career to seek beyond your comfort zone,” says Ward Gaffney.
But, if possible, she advises being open to people who are different from you: “It doesn’t matter their physical limitations, their race, age and gender. You can always learn from someone who is willing to teach.”
“Having a mentor is not so much about having someone who looks like you. It’s more about what you desire to be, what you are looking for and finding the right person. The relationship has to be built on trust. But it begins with what you are trying to accomplish,” says Brown.
Top 50 Tip: All of the Top 50 companies have mentor and mentee meetings more than once a quarter. More than 60 percent meet more than once a month.
3. Set Goals
Setting specific goals is necessary to making your mentor-mentee relationship work. “You should have some forms or contracts where you’re outlining what your goal is going to be, how often and how long you are going to meet, and how you will handle sensitive information when it comes up,” says Ward Gaffney. “You cannot have two different agendas in a mentor-mentee relationship. You can, of course, have two different people with two different thoughts, and that’s wonderful, but really, it’s how you synergize those thoughts.”
She also suggests taking time to think about the areas in which you feel you need the most help and to speak candidly about them with your mentor. “It is your responsibility to communicate your expectation and be willing to reciprocate,” she says.
Mentoring relationships are all about reciprocity. It’s important to show your appreciation by holding up your end of the contract and “giving upward feedback or coaching that could possibly help the mentor affirm some things they are doing in their career,” says Ward Gaffney.
Setting goals can also serve as the point of reference if the relationship begins to sour. “You’re breaking up with them based on the contract being broken,” says Ward Gaffney. “Then it’s not as emotional because this is what you’ve agreed to.”
Top 50 Tip: All of The Top 50 have measurable goals for mentoring pairs.
4. Do Your Homework
It’s impossible to reap the benefits of having a mentor if you don’t take your mentor’s advice or follow through on assignments. “If you [and your mentor] have committed to a course of action, it’s important to be prepared,” advises Ward Gaffney. “Never, ever should a mentee go to a mentor and say, ‘I really don’t know.’ I personally don’t think that is acceptable. I think it’s acceptable to say, ‘I don’t know, but I have an idea and I would like to be able to share that with you and get your insight.’”
Top 50 Tip: Ninety-six percent of the companies on the Top 50 have a formal follow-up aspect of their mentoring program.
5. Be Respectful and Appreciative
A mentor takes time out of a busy schedule for you and offers his or her expertise for your development. “Showing up on time, being prepared, if you have committed to a course of action, [and] coming in with different ideas are all ways you can show your appreciation and be respectful of your mentor’s time,” says Ward Gaffney.
As with any good relationship, nothing beats saying “Thank you.” Let your mentor know how he or she has helped you, and stay in touch, even after the formal mentorship ends. A good mentor will become a key member of your network.
Mehta and Plummer shared the story of their successful mentor-mentee relationship during DiversityInc’s webinar on mentoring. Click here to buy the full webinar and find out more about mentoring best practices from The Top 50.
Steer Your Career
December 18, 2007
| Steer Your Career |  |
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| August 2007 | |
| By Erin YoshimuraGone are the days of finding a job and retiring from the same company 40 years later. Gone are the days of job security, pension plans and gold watches as a prelude to a comfy retirement.
You can’t expect to sail calm seas throughout your career today. It would be like sitting in a row boat without any paddles or a life jacket. You’d drift where the current takes you, maybe bottom out until you catch a wave. Your boat might tip over in the turbulence of down-sizing.Taking control of your career is like mounting a motor to your boat and navigating the vast ocean of work with a state-of-the art GPS. The workplace is different now. There are now four generations in the workforce, and along with each comes a different set of values and definitions of meaningful work. Companies are quicker to “right-size,” outsource work and change directions. These changes can be sudden and not always gentle. Recently, a woman I know was told that she was laid-off from her longtime job while she was on vacation. That must have put a damper on the family fun. I’ve been laid off, too, and it took me a long time to recover my self-esteem and overcome the fear of finding a new job.It’s no wonder that 66 percent of workers today are dissatisfied or downright miserable with their jobs. Factor in the ever-changing job market with advances in technology, and change is not only inevitable, it’s necessary to stay competitive. Younger workers will likely switch jobs 10 to 14 times in their careers, which is polar opposite to the belief system of baby boomers. No matter where you fall on the generational scale, you can take charge of your career. Let me rephrase: you must take charge of your career because job security is a thing of the past. Become aware of what makes you unique. Aside from expected job duties, how you perform those duties can be a distinguishing factor that could save your job. If you’re a project manager, launching projects on time is great, yet it may not set you apart from others. The extras, like establishing a change management system, can differentiate you. Keep revising your resume. Many people don’t update their resume until it’s time to look for a new job. Update your resume as soon as you start a new position, and keep updating it every few months. This way, you’ll be sure to note your accomplishments as you go. Take credit for your accomplishments. It’s a common cultural value among APAs to be humble and downplay personal successes. This doesn’t work in the office. If you don’t own your successes, how will your manager know your value? Start accepting praise by simply saying, “Thank you for noticing.” Network and socialize as much as possible. My partner is a master networker who meets contacts for lunch regularly to share what’s going on in his industry. It’s not surprising that he often finds jobs through referrals. More than 80 percent of jobs are obtained from unpublished openings. Know your brand. Everyone has a brand — a set of attributes and emotional perceptions that makes you YOU. Done right, your personal brand will allow you to find a career that aligns with your strengths, passion and values. Invest in a coach. There are many types of career coaches who specialize in anything from writing compelling resumes to refining interviewing skills to uncovering your personal brand. You can take charge of your career before you need to, and in many cases, a coach will help you find a career that aligns with your passion. Imagine eagerly jumping out of bed on Monday mornings ready to seize the day, captain of the boat of your career! ——————- Erin Yoshimura, chief empowerment officer of Empowerful Changes™, specializes in Emotional & Cultural Intelligence training and coaching and is also a certified Personal Brand Strategist. Visit her at www.empowerful.com. |
