Reimagining Mentorship for Equity and Belonging When It Fails
- Brainz Magazine
- Jul 11, 2025
- 5 min read
Written by Dr. Kaylarge Eloi, Founder
Dr. Kaylarge Eloi is an accomplished educator and expert in the fields of leadership, healthcare administration, and forensic psychology. With a rich academic background that includes an Ed.D. with a focus on Organizational Psychology and a Ph.D. in Human Services, Dr. Eloi possesses a unique blend of theoretical knowledge and practical expertise.
Mentorship is often described as a transformative relationship, one that provides emerging professionals with the knowledge, confidence, and networks they need to succeed. For those from historically underserved or marginalized backgrounds, including women of color, first-generation professionals, single mothers, LGBTQ+ individuals, and those from low-income communities, mentorship is more than helpful; it’s often essential. These individuals frequently navigate workplaces without safety nets, informal networks, or generational connections, and as such, mentorship can serve as a bridge to belonging and advancement. However, when mentorship fails for people in these groups, it does more than halt progress. It can reinforce barriers, deepen self-doubt, and accelerate career derailment.
One of the most common reasons mentorship fails for underserved individuals is a lack of cultural competence or humility on the part of the mentor. Well-meaning advice that lacks context, such as “Just speak up more” or “Take more risks,” can come across as tone-deaf or even dismissive. A mentor who does not recognize the impact of race, gender, class, or caregiving responsibilities may unintentionally minimize their mentee’s experiences. For example, a single mother may be judged as uncommitted if she can't attend an after-hours networking event, while her reality involves juggling childcare, finances, and transportation. Similarly, a first-generation college graduate may feel overwhelmed trying to decode corporate norms that others take for granted. When mentors ignore these contextual nuances, trust erodes, and the mentee may silently withdraw from the relationship.
Another challenge lies in the emotional labor mentees are forced to carry. Many emerging professionals from underserved groups feel heightened pressure to prove themselves, represent their entire community, and mask their vulnerabilities. This phenomenon, sometimes referred to as stereotype threat, can make it difficult for mentees to be open about their struggles or uncertainties. If a mentor expects constant enthusiasm or high performance without understanding this added burden, the mentee may choose to disengage entirely. Moreover, if feedback is delivered without psychological safety or if it reflects implicit bias, the damage can be lasting. Mentorship should provide a space to process these challenges, not a space where they’re ignored or amplified.
Mentorship also fails when logistical and economic realities are ignored. Many underserved professionals are balancing work, education, caregiving, or second jobs. They may need flexibility to meet virtually, take longer to achieve goals due to life circumstances, or need help navigating systemic barriers like housing instability or digital access. When a mentor interprets these issues as a lack of drive or discipline, the relationship becomes unfairly judgmental. The mentee is left feeling unseen or, worse, ashamed. Mentors must move away from a one-size-fits-all model and meet mentees where they are, especially when life circumstances are already demanding.
In addition, many structured mentorship programs overlook people in nontraditional paths: those coming from community colleges, boot camps, freelance careers, or career gaps due to parenting or illness. These individuals may be excluded from formal programs or matched with mentors who don’t understand their journey. This creates a double disadvantage: being underrepresented and misunderstood. Emerging professionals in these situations often need more than tactical advice. They need someone who validates their story, understands their starting point, and can help them navigate a world that wasn’t built with them in mind.
The deeper impact of mentorship failure in marginalized lives
When mentorship fails for a single mother of color navigating reentry, or a first-gen college grad working in tech, the impact can include:
Loss of trust in institutions
Delayed career acceleration
Compounded imposter syndrome
Exit from high-impact career paths
Isolation in industries already lacking representation
And most dangerously: a belief that “people like me don’t make it here.”
The failure of mentorship in these contexts can be devastating. It can lead to increased imposter syndrome, stagnation, attrition from promising industries, or a general mistrust of professional development structures. More insidiously, it can reinforce internalized messages like “people like me don’t belong here.” When mentees don’t feel seen, heard, or respected, they may leave not only the mentorship but the organization or even the profession entirely.
To prevent these outcomes, mentorship must evolve. It must be rooted in cultural humility, not just technical expertise. Mentors must ask thoughtful questions before offering advice, recognize the complexities their mentees carry, and listen without judgment. They must support the whole person, not just the résumé. This means being willing to have conversations about race, parenting, identity, and systemic oppression, and knowing when to step back and make space for other mentors or resources. Sponsorship, actively advocating for mentees behind closed doors, is also critical, especially in environments where access and influence are tightly held.
Organizations, too, have a responsibility. They must provide cultural competence training for mentors, track meaningful mentorship outcomes (not just participation), and offer multiple mentorship models, including peer mentoring, reverse mentoring, and community-based mentoring circles. Programs should especially aim to serve those with non-linear careers, gaps in experience, or dual responsibilities like parenting. By doing so, companies create cultures of belonging and psychological safety where mentorship becomes a real pathway to equity, not just a symbolic gesture.
Mentorship done well has the power to disrupt generational cycles of exclusion and uplift those who have historically been held back. Done poorly, it becomes just another barrier, a mirror of the very systems it’s meant to challenge. For emerging professionals and underserved groups, mentorship isn’t just about climbing a ladder. It’s about being told and shown that they belong.
Mentors must
Mentor with cultural humility, not authority
Cultural humility means acknowledging:
You don’t have all the answers
Your path may not apply
Power exists in the relationship, and it must be consciously managed
Mentor the whole person, not just the professional
For many underserved mentees, their challenges are not just technical or career-related. They need:
Validation
Strategic emotional support
Tools for navigating systemic bias
Help build a long-term career identity
Don't ignore the personal context. Embrace it as part of the growth story.
Help them see the system and work around it
Rather than simply coaching for individual performance, offer tools for navigating institutional barriers:
How to challenge biased feedback
How to find allies and sponsors
How to build power in invisible ways
How to set boundaries as a caregiver or minority voice
Refer, sponsor, and advocate
Be a bridge. If you cannot fully support a mentee due to lived experience or constraints, refer them to others. Use your privilege to:
Invite them to high-impact meetings
Endorse them for visible roles
Publicly praise their work
Share your network intentionally
Mentorship fails when mentors aren’t trained, mentees aren’t ready, or systems aren’t supportive. But with clarity, structure, and intentionality, mentors can become force multipliers for impact, not accidental saboteurs. Equity-based mentorship means opening doors, not just giving advice.
Read more from Dr. Kaylarge Eloi
Dr. Kaylarge Eloi, Founder
Dr. Eloi is not only an educator but also a prolific researcher and author. Her publications delve into critical topics surrounding cultural competence within healthcare and criminal justice settings. She has contributed to the understanding of how Pacific Islanders perceive the cultural competence of Western healthcare providers, as well as exploring the views of released offenders regarding hiring managers' cultural sensitivity. Her seminal work, "Creating an Organizational Culture that Supports Offender Rehabilitation Towards Maintaining Gainful Employment for Returning Citizens," highlights her commitment to fostering inclusive environments that promote rehabilitation and reintegration into society.
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