Mentoring & Intersectionality

This article covers Mentoring with Intersectionality in Mind looking at: what this means, what to do before mentoring with intersectionality in mind, the stages of mentoring with intersectionality in mind and self-awareness with intersectionality in mind

Mentoring with Intersectionality in Mind

It’s always helpful to go into any mentoring relationship assuming that our mentee’s experiences of the world, the barriers they have faced and the experiences they have had, are different from our own. And to then open-mindedly work from this point.

What does this mean?

As we’ve explored elsewhere - you do not have to be an expert to be a mentor. Even if you’re a highly experienced mentor or have been coaching for years it’s important to recognise that you can never be an expert on someone else’s experience.

It’s helpful with any mentoring relationship to approach it with a mindset of openness to learning from your mentee as opposed to imparting great wisdom. This point is even more crucial to take into account when you’re mentoring someone who has a different background from you.

A good starting point is to discuss and recognise how both sides benefit (i.e. mentor and mentee), while also understanding that there's no strict hierarchy in the relationship. This creates a better foundation for everyone involved.

And remember, we cannot always see how someone is different from us. We need to build trust in order to explore and fully understand someone else’s experiences of the world.

The best mentors approach mentoring with:

Self-awareness - an understanding of their own biases, strengths, blindspots, privileges, biases and experiences.
A facilitative approach – an ability to help their mentee to better understand their own experiences, to explore and to come to their own conclusions.

Openness – and a degree of vulnerability in sharing their own experiences.
Respect – toward differences and an open-minded attitude, withholding judgement and not making assumptions. Respect toward the whole person and of all of their individual complexity.

A willingness to learn - and improve on their ability to listen without judgment, to explore the unique perspectives of other people and to improve their self-awareness.

When mentoring with intersectionality in mind it’s also critical to:

1. Show humility and empathy (not sympathy) - to facilitate communication across lines of privilege and oppression. For more on this click here.

2. Be prepared to face challenging dilemmas-working across different lines of intersectionality may at times involve very different approaches that may stretch your capabilities. The best solution for one situation may not be the best for another.

3. Follow any mistake or misunderstanding with acceptance and learning -it’s really helpful to draw up a contract with your mentee from the start, agreeing how you’ll deal with misunderstandings. This fosters open and honest conversations. You can find a template for this in the resources.

Before mentoring with intersectionality in mind

Before you begin mentoring it’s critical to complete any DEI training that your company offers. Even to consider looking beyond your organisation if necessary. It would also be helpful to:

Complete the ADDRESSING exercise in order to understand your own intersectionality. Look at the Mentoring Contract and be prepared to discuss and agree with your mentee. Go to the Deepening Your Knowledge section for more on how to educate yourself.

The stages of mentoring with intersectionality in mind

Stage 1 Getting to know each other

These stages build on what you’ll find in in the Mentoring Guidelines.

This is a crucial time for nurturing trust and fostering mutual understanding, especially in the context of intersectionality. Even if you already possess qualities like self-awareness, empathy, openness to learning, and strong communication skills, it's essential to strive for continuous improvement. These qualities need to be heightened and supercharged when navigating intersectional dynamics.

Challenges that may arise at this stage often result from unclear expectations between the mentor and mentee, as well as cultural differences that can lead to misunderstandings.

Diversity-related challenges can include (but are not limited to):

• Unintentional microaggressions

• Unconscious biases

• Unintended use of assumptions and preconceptions

• Uncertainty of each other’s behaviours, experiences, and/or values.

It's crucial to give your mentee permission and provide them with a clear way to let you know if you overstep boundaries. Mentees should feel assured that the mentoring space is a safe environment where they won't be unfairly judged. Other ways to facilitate this include:

• Highlighting that mentoring is a two-way street without a strict hierarchy

• Open mindedness not judging or assuming your mentees needs

• Carefully listening, acknowledging their challenges and showing empathy

• Asking for feedback on mistakes or things that make your mentee feel uncomfortable with

Continuous evaluation is essential, and both parties should be ready to embrace trial and error learning as part of the process. Discussing how to address potential issues and engaging in ongoing reflection can significantly contribute to building trust in the mentoring relationship.

Sound like a lot? You do get a lot in return, beside a meaningful human connection. Read What’s In It for Me? to understand why it really is worth making the effort.

See the Mentoring Contract with Intersectionality in Mind for more on how to approach this from a pragmatic perspective.

Stage 2 – Growth of the mentoring relationship

During this second stage, there's a focused effort on growth that directly aids the mentee in reaching their goals. It's important to keep exploring, reviewing, and assessing mentoring and learning opportunities for both you and your mentee. Challenges related to diversity may still come up. For instance, individuals with disabilities might need additional support in accessing learning resources, and those with mental health concerns may need to be referred to HR.

Remember you are not the expert. Sometimes, outside expertise may be necessary to address these complex issues effectively.

At this stage, it’s important to customise the mentoring experience to the individual rather than relying on a one-size-fits-all approach. This might involve reaching out to individuals with diverse backgrounds, training, and expertise to enrich the mentoring journey. Joining one of the Oka communities, whether within or outside your company, can be beneficial for this purpose.

Understanding the needs of mentees dealing with mental or physical challenges, and being aware of available resources, can guide them in making the most of these resources.

Stage 3 - Drawing to a close

As you approach the end of the agreed series of sessions, it's a good opportunity to reflect on your learning journey. Consider what you've gained from the experience and seek feedback on how you can further develop your skills and knowledge. Take time to identify your strengths and areas for improvement, as well as any potential pitfalls to be mindful of in the future

Improve Your Self-Awareness with Intersectionality in Mind

Mentoring greatly benefits when both parties possess a strong sense of self-awareness, particularly for mentors working with individuals navigating different intersectionalities. Self- awareness is not static but an ongoing journey of growth and adaptation. You are continually evolving, as are the situations you encounter.

To better understand your own intersectionality and privileges, consider utilizing the ADDRESSING framework as a starting point. Additionally, it's helpful to revisit and refresh strategies that you may have previously used in the working environment. These strategies can be invaluable in mentoring relationships, fostering greater understanding and empathy across diverse intersections. For example:

1. Personality frameworks and psychological inventories

Using frameworks and inventories is one way that you can grow, develop and improve your self- awareness for mentoring and beyond. These tools help you to understand yourself better and measure your readiness to grow. There are many different types, but all aim to measure aspects of character, behaviour, and temperament.

The personality quiz and values inventory within Oka are a good starting point. We will be adding more tools over time including frameworks to evaluate your emotional intelligence, empathy, communication style, needs from others and behaviour under-stress.

2. Peer support

Peer support can come in various forms, such as peer mentoring, participation in Oka communities, or peer mentoring with colleagues through the Oka platform. Engaging in these relationships can help you identify both your strengths and areas for growth. They provide a supportive environment where you can make mistakes, practice skills you wish to impart to your

mentees, learn about best practices, and seek insights from individuals with diverse backgrounds or privileges different from your own.

3. Asking for Feedback

Understanding and actively seeking feedback can significantly enhance your ability to effectively mentor someone from a different intersectional background. Regularly seeking feedback allows you to gain insights into how your actions and communication are perceived, enabling you to adjust and better support your mentees.

Moreover, actively seeking feedback demonstrates humility and a willingness to learn, fostering trust and rapport. This openness encourages mentees to share their experiences and concerns, even if they differ from yours. As a result, you'll gain a deeper understanding of the unique challenges and needs of your mentees.

For more on giving and receiving feedback read our resources and keep your eyes peeled as we will be incorporating methods for asking for feedback, fine-tuned to your needs through the Oka platform.

References

Blake-Beard S, Shapiro M, Ingols C. A Model for Strengthening Mentors: Frames and Practices. Int J Environ Res Public Health. 2021 Jun 15;18(12):6465. doi: 10.3390/ijerph18126465. PMID: 34203753; PMCID: PMC8296284.

Brown NE, Montoya C. Intersectional mentorship: A model for empowerment and transformation. PS: Political Science & Politics 2020;53(4):784-787.

Darling E, Molina K, Sanders M et al. Belonging and achieving: The role of identity integration. In Advances in Motivation Achievement, edited by Maehr ML, Karabenick A, Urdan TC. Bingley, UK: Emerald Publishing, 2008.

Lanzi, R. G., Footman, A. P., Washington, T., & Ramey, S. L. (2019). Effective mentoring of underrepresented doctoral trainees and early career scholars in the biobehavioral and health sciences: A developmental framework to maximize professional growth. American Journal of Orthopsychiatry, 89(3), 378.

McCoy DL, Winkle-Wagner R, Luedke CL. Colorblind mentoring? Exploring white faculty mentoring students of color J Diversity in Higher Ed 2015;8(4):225.

McGee EO. Devalued Black and Latino racial identities. Am Ed Research J 2016;53(6):1626-1662.

National Academy of Science, Engineering, and Medicine (NASEM). The Science of Effective Mentorship in STEMM. Washington, D.C: The National Academies Press, 2019.

Ramos C, Brassel S. Intersectionality: When identities converge. Catalyst. Access at https://www.catalyst.org/research/intersectionality-when-identities-converge/ on 05/10/22.

Roberts, LM, Settles IH, Jellison WA. Predicting the strategic identity management of gender and race. Identity: An International J Theory and Reseach 2008;8(4):269-306.

Settles IH. When multiple identities interfere: The role of identity centrality. Personality and Social Psychology Bulleting 2004;30(4):487-500.