I still remember the day I stepped off the train in Toronto.

I had just moved from Lamoni, Iowa—population roughly two thousand—into a city of millions. I was starting a new role as Director of Athletics at Ryerson University, now known as Toronto Metropolitan University. On paper, it was a big promotion. In my body, it felt like culture shock with a briefcase.

The first weeks in the office only amplified that disconnect. I had never learned how to manage people at scale. I had never learned how to 'use' a secretary—an outdated phrase, but one that revealed how little I understood corporate norms. I didn’t know how to read a budget. What I was certain of was that I didn’t want anyone to find out.

The Gift That Changed Everything

What saved me wasn’t grit or resilience or ‘trial by fire.’

It was mentorship.

My boss proactively connected me with a hand-selected mentor—a senior leader who gave me something I didn’t realize I desperately needed: a safe place to learn and grow.

With her, I could ask the questions I was afraid to ask at work. I could test ideas were still in the draft stage. I could admit when I didn’t know what I was doing—and not be penalized for it. On Fridays, when my confidence was depleted, she filled it back up. She was generous with her time, non-judgmental in her feedback, and somehow always made me feel like I was the most important person in her day.

Without her, I don’t think I would have made it through those first months—definitely not that first year.

What the Research Now Confirms

Mentorship has long been associated with career advancement, but newer research clarifies why it matters so much—and for whom.

A large-scale 2023 study published in Harvard Business Review analyzing over 1,000 mentorship pairings found that employees who participated in structured mentoring relationships were:

• Five times more likely to be promoted
• Significantly more likely to receive raises
• More likely to stay with their organizations—both mentors and mentees

But here’s the critical insight for Black History Month and beyond: The impact was strongest for employees from underrepresented and racialized groups.

Why?

Because mentorship doesn’t just transfer knowledge. It transfers social capital—the unwritten rules, the context, the advocacy, the backstage conversations that others often inherit informally.

Talent is everywhere. Access is not.

For racialized professionals, mentorship often fills gaps created by systemic inequities: fewer informal sponsors, fewer leaders who ‘see themselves’ reflected in them, and fewer safe spaces to admit uncertainty without perceived consequence.

Mentorship doesn’t level the playing field entirely—but it meaningfully changes the slope.

Choosing the Right Mentor (It’s Not Who You Think)

Early in their careers, many people look for mentors with impressive titles. Titles help—but they’re not the point.

The most effective mentors tend to share three qualities:

They are generous, not transactional.
They are honest, including about their mistakes.
They possess relevant expertise, either technical or leadership-based, that aligns with where you want to grow.

For racialized employees, representation can matter deeply—but what matters more is psychological safety. A mentor doesn’t have to look like you to advocate for you, but they must be willing to listen, to believe in your words and in your potential, and to use their influence on your behalf.

The Mentee’s Responsibility (Yes, You Have One)

Mentorship is not a passive benefit. It is a relationship—and relationships require effort.

The strongest mentees I’ve worked with do three things consistently:

They come prepared, with questions and an agenda.
They do the experiments and the reflection work between meetings.
They express gratitude, making the impact visible.

One of my most memorable mentees, Guillermo Sanchez, taught me this lesson powerfully. He came to me seeking technical skills, but instead of creating more work, he made himself indispensable. As I taught, he documented everything—systematizing, organizing and building resources that later helped me.

That experience reminded me: mentorship is not one-way. When done well, it becomes a partnership.

Why This Matters Now

As careers evolve, all of us will find ourselves starting over—new roles, new industries, new identities. For racialized leaders, those transitions often come with additional scrutiny and fewer margins for error.

That is why organizations serious about performance and equity must move beyond informal mentoring and toward intentional, structured mentorship programs. The data is clear: they improve retention, accelerate development and disproportionately benefit high-potential employees who might otherwise be overlooked.

If you’re an emerging leader in an organization without such a program?

Ask anyway. If you still aren’t offered one, ask someone in your network outside of the organization or invest in an executive coach. Your career success and acceleration are worth it.

Most high performers did not get where they are alone. Many are eager to help—if someone has the courage to reach out.

I was lucky enough to be offered one when I needed one most and am so glad I took the risk to lean in and authentically embrace mentorship. That support took me a long way from imposter syndrome to confident leader over the course of a year.

I want to take this opportunity to sincerely express my thanks to Alan Shepard for having the foresight and wisdom to provide an exceptional mentor and to Val Fox for taking me on and walking beside me through that tough first year. I’ll never forget the generosity of leadership you both demonstrated to me, and I will keep paying it forward.