Mentoring is an important component of job and skill development. It allows newer and/or less-experienced workers to build the expertise they need to move up the ladder. It also helps employees familiarize themselves with the ins-and-outs of an industry or space they may be new to. Mentoring therefore is also by its very nature an imbalance of power. Someone with more power, standing, and know-how is assisting someone with less.

The fraught nature of this power imbalance was thrust into conversation as more and more instances of workplace sexual harassment came to light following the #MeToo era of 2019. Mentoring became the site of workplace sexual harassment (chef Eduardo Jordan), as well as an excuse by perpetrators to justify their misconduct (former Governor of New York Andrew Cuomo).

What followed was an interesting response by those in positions to mentor. Instead of addressing the workplace cultures that may foster sexual harassment, regardless of its potential of occurring within or outside a mentor-mentee relationship, men in particular became reticent to engage in mentoring. A survey published by LeanIn found that 60% of male managers were uncomfortable engaging in work activities with women such as mentoring. Instead of workplace sexual harassment being dealt with, we are seeing a lack of mentorship opportunities for women, trans, and non-binary employees. As mentoring is key to professional advancement, equity-deserving employees are yet again paying the cost in a way that looks different, but stems from the same misunderstandings of how to behave appropriately in the workplace. The other unspoken consequence is that people will continue to mentor those that look like them out of a fear of doing or saying the wrong thing. This is particularly problematic in predominantly white and male spaces.

Choosing not to mentor women is not the solution to preventing workplace sexual harassment. If anything it will further perpetuate the problem by reducing the diversity of our workplaces and by explicitly or implicitly communicating to mentees that this kind of approach is acceptable. How can we make mentoring better and safer for all?

Start with your workplace culture. If your culture is one of safety and respect with a zero tolerance policy for harassment, your mentorship programs have a better chance of being just as safe. Next, formalize your mentor process by building it into your organization. When your process is formalized, you can begin to carefully vet and select your mentors. Make it clear that the mentorship relationship is reciprocal. Both voices are voices of value, and both parties can learn from each other. Lastly, create an official channel for feedback so that those involved in the mentorship program can submit their thoughts and reflections on the process. These are just some of the ways you can enhance mentoring at your workplace while keeping it safe and equitable for all.

Esquire - You Can Be a Mentor Without Being a Creep About It

Forbes - Navigating Mentorship In An Era Of #MeToo

LOHUD - When mentoring goes awry: What does workplace coaching look like in the #MeToo era?

LeanIn - Sexual Harassment Backlash Survey

Chief Learning Officer -5 Strategies To Diminish Sexual Harassment and Toxicity in Mentoring