Social mobility in the workplace refers to an employee's ability to move within a company's structure to improve their job position, income, and/or professional status. At one of the Dive In U.S. events, four panellists—Dan Brown, VP of Operations at Bold Penguin; Teniqua Davenport, VP Texas Market Leader at IMA Financial Group; Cinthia Laut, VP of Client Management at Cigna; and Yvonne Miller, Head of Strategic Vendor Relations at Zurich NA—led a conversation on the topic. They shared three main takeaways:
1. Self-Advocacy
Many individuals from underrepresented groups delay or avoid situations that could advance their professional growth. The panellists recommended actions such as networking and attending volunteer events as strategies for self-promotion. They also encouraged employees to seek out opportunities, such as job openings, even when they don't meet all qualifications. One panellist shared that, upon reading the job description for her current position, she initially lacked some of the listed qualifications. The panellists also addressed imposter syndrome, reframing it as an advantage. Individuals who feel unqualified for certain roles may be more humble, open to feedback, and willing to listen and collaborate—admirable qualities in any position. A memorable takeaway from this discussion was the importance of self-kindness, speaking to oneself as they would to a loved one.
2. Sponsorship
Sponsorship plays a critical role in social mobility. A sponsor is someone who uses their influence to advocate for another’s career advancement, often introducing them to networks, mentioning them in conversations, or recommending them for promotions. Unlike mentors, who offer guidance and share personal experiences, sponsors actively work to accelerate someone’s career. The panellists referenced Carla Harris, former Vice Chair at Morgan Stanley, who distinguishes between mentorship and sponsorship: while mentorship provides personal insights, sponsorship uses influence to open doors. Harris also emphasises the value of ‘performance currency’ (reputation for delivering results) and ‘relationship currency’ (network connections built over time) when seeking sponsors. Sponsors are more likely to advocate for individuals with strong performance currency. Together, mentorship and sponsorship create a robust support system for professional growth.
3. Organisational Strategies
The panellists shared multiple ways organisations can support social mobility, including:
- Offering employee development programs that identify and leverage individual strengths.
- Expanding recruiting sources by partnering with community organisations, attending career fairs that attract diverse talent, and using inclusive job boards.
- Reviewing job requirements and descriptions to ensure only essential criteria are included.
- Providing leadership training to encourage leaders to mentor and sponsor others and to increase their understanding of employees’ varied needs across the organisation.