Why Leaders Tend to Coach and Mentor Only Their Own

A Human Impulse at Play

Leaders tend to coach and mentor their “own,” and here’s the human impulse that drives it: Even those who believe that diversity improves creativity, problem solving, and decision making naturally invest in and advocate for the development of the subordinates who are most like them.

A Desire to Nurture

They see less experienced versions of themselves in these folks, and so they’re inclined to believe in their potential — they want to nurture it. This impulse is rooted in a deep-seated desire to help others grow and succeed, rather than a deliberate attempt to marginalize or exclude others.

The Unintended Consequences

Of course, this also means that growth and advancement opportunities go disproportionately to those who belong to the demographic or social group that’s already in power. That’s what I’ve often observed in my leadership experience, and research confirms that this happens in organizations.

The Impact on Diversity and Inclusion

When leaders invest in and advocate for only those who are most like them, it can lead to a lack of representation and opportunities for those from diverse backgrounds. This can result in a homogenous leadership pipeline, with limited opportunities for people from underrepresented groups to rise through the ranks.

Conclusion

In conclusion, the human impulse to coach and mentor those who are most like us is a natural and understandable one. However, it’s essential for leaders to recognize the unintended consequences of this approach and make a conscious effort to seek out and develop talent from diverse backgrounds. By doing so, we can create a more inclusive and representative leadership pipeline that benefits from a broader range of perspectives and experiences.

Frequently Asked Questions

Q: Why do leaders tend to invest in and advocate for those who are most like them?

A: Leaders tend to invest in and advocate for those who are most like them because they see less experienced versions of themselves in these individuals and believe in their potential – they want to nurture it.

Q: What are the unintended consequences of this approach?

A: The unintended consequences include a lack of representation and opportunities for those from diverse backgrounds, leading to a homogenous leadership pipeline and limited opportunities for people from underrepresented groups to rise through the ranks.

Q: How can leaders promote diversity and inclusion in their organizations?

A: Leaders can promote diversity and inclusion by making a conscious effort to seek out and develop talent from diverse backgrounds, and by creating opportunities for underrepresented groups to rise through the ranks.