Author’s note: This article is the second in a multipart series exploring the power of mentorship in shaping modern leadership. Inspired by a recent Fearless survey in which 86% of respondents reported that a mentor directly supported their career advancement, I set out to understand why mentorship remains one of the most overlooked yet transformative forces in professional growth. What emerges reinforces that the journey to becoming an effective leader is rarely traveled alone.

Early in my finance career, formal mentorship programs were rare. You learned by doing, by watching, asking questions and, if you were fortunate, finding someone willing to take you under their wing.

When I eventually joined a company that actively encouraged mentorship, I did not hesitate. I asked the chief human resources officer who she recommended, took her advice and walked straight up to one of the firm’s top executive team leaders to ask if he would mentor me.

I was delighted when he said yes without hesitation. Looking back, what surprised me most was not his response, but the reactions of several of my peers, women who couldn’t believe I’d approached an executive leadership team member. They admitted they felt deeply uncomfortable asking a senior leader (or anyone for that matter) for mentorship. Even with a formal program and explicit encouragement, something held them back. Notably, this reluctance did not seem to apply to our male colleagues. At the time, it felt anecdotal. Today, research confirms it is anything but.

Business Management Daily reported on MentorcliQ’s research finding that 98% of U.S. Fortune 500 companies have mentoring programs, a statistic that suggests widespread access and good intentions. Yet according to the Harvard Business Review article “Why Mentoring Programs Fail – And How to Make Them Worthwhile,” although nearly all Fortune 500 companies offer mentoring programs, only around 37% of professionals report actually benefiting from them. This disconnect underscores that access is not the same as opportunity. While programs exist on paper, they often fail in practice, especially for women.

Digging deeper, the numbers become even more stark. A Gallup report reveals that only about 40% of employees report having a workplace mentor and just 23% have a sponsor, someone with influence who actively advocates for their advancement. Research by Mentorlink shows that 79% of women feel uncomfortable asking for a mentor, compared to far fewer men. As a result, that research shows that only 24% of women leaders report having had a formal mentor, versus 30% of men.

Why does this gap persist? Part of the answer lies in confidence barriers shaped by social conditioning. Women may be more likely to worry about being perceived as needy, pushy or presumptuous when asking for help, concerns men are less frequently socialized to carry. Unconscious bias also plays a role. Leaders may be more inclined to mentor people who remind them of themselves, which in many organizations still skews male. When mentorship relies on informal networks or self-nomination, those already closest to power benefit most.

This is why many well-intentioned mentorship programs fail to reach those who need them most. “Opt-in” models assume everyone feels equally empowered to raise their hand. They ignore the reality that comfort levels, risk perceptions and past experiences are not evenly distributed across genders or backgrounds.

The solution is not fewer mentorship programs, but better-designed ones. Organizations need to shift from passive, opt-in approaches to actively matched models that remove the burden from individuals to ask. Structured matching, clear expectations, and leadership accountability can help level the playing field. When mentorship is treated as a shared responsibility rather than a personal initiative, opportunity becomes more equitable.

“For mentoring programs to achieve their full potential, they must be inclusive and accessible to a wide range of employees,” says the Harvard Business Review article.  “Traditionally, mentoring is reserved for high-potential employees or those on leadership tracks, leaving a significant portion of the workforce underserved.” The article argues that broadening access to mentorship allows more employees to benefit, driving higher engagement while reinforcing a culture of development and support throughout the organization.

Mentorship has the power to change careers, but only if it truly reaches beyond those already confident enough to ask.

I asked local leaders to share what made it feel easy, or possible, to reach out to a mentor, either through a formal program or an informal relationship.

Holly Ikenberry, strategic business development executive, MSC Industrial Supply

Des Moines is a city that thrives on relationships and building connections. When it comes to mentorship, you’re often just one conversation away from being introduced to a thought leader. The beauty of this community is senior leaders and changemakers are happy to empower others. Formal programs, like Fearless, certainly play a role in showcasing influential voices and sparking that initial encounter, but the real difference comes from the mentee’s willingness to follow through to make it significant. Approaching a mentor with curiosity, professionalism and authentic excitement makes it feel natural to start the conversation. When mentors know their time is appreciated and that the mentee is willing to put in the effort, the relationship genuinely becomes a two-way investment in growth. The combination of openness and a commitment to learn is what turned my mentorship experience from seeking guidance to friendship and ultimately, proved impactful in shaping my career.

Maren Lenhart, community impact analyst, Delta Dental of Iowa

Reaching out to a mentor felt possible when my curiosity was welcomed and treated as a strength rather than another question to answer. Psychological safety was modeled when mentors normalized not knowing yet and made space for learning in real time. I was invited to tables long before I felt ready and learned from mistakes without judgement. That trust and sense of belonging mattered and made reaching out worthwhile. 

Lupe Lopez, community investment, Federal Home Loan Bank of Des Moines and CEO of Lupe’s Flowers

Participating in the Latina Leadership Initiative of Greater Des Moines was a pivotal step in my career. As a first‑generation graduate student navigating corporate America, I often felt uncertain about where to turn for guidance or how to access available resources. The initiative connected me with mentors who had faced similar challenges and offered practical insight into professional growth.

Through their support, I gained a clearer understanding of organizational culture, learned how to seek sponsorship and built confidence to advocate for myself. The structured mentorship environment made reaching out feel natural and encouraged open dialogue through consistent meetings and shared goals.

The impact has been lasting. I’ve expanded my network, strengthened my leadership skills and learned to leverage resources that once felt out of reach. Mentorship through the program not only accelerated my growth but reminded me that success is best achieved with the support of a community.

Natalie Rumer, development manager, Des Moines Metro Opera

I’ve always found it easiest to reach out to a mentor when there has already been an established line of communication via set programs and individual learning opportunities, whether that be through one-on-one training or small groups. Knowing that a specific mentor actively invests their time and expertise in your training and growth makes it easier to feel comfortable reaching out to them with questions or to request guidance. I also find that having that formal introduction is a lovely way to ease the hesitation that usually comes with asking for help. For me, these relationships often become lasting friendships both in and out of the workplace.

Jenae Sikkink, senior vice president of talent development and inclusive strategies, Greater Des Moines Partnership 

I feel fortunate to have learned from incredible leaders throughout my career, and what made mentorship feel possible was how accessible and genuine those relationships were. Some of the most meaningful mentorships happened through formal programs, but just as often it came from informal conversations and moments of personal connection.

One piece of advice that stuck with me was simple: You don’t need to have it all figured out, you just need to ask questions. That mindset lowered the barrier to reaching out. In Greater Des Moines, many leaders are approachable, generous with their time and genuinely invested in developing others.

The mentors who made the biggest impact cared about me as both a professional and as a person. There is magic in opening doors for others, and great leaders are intentional about building relationships and developing the next generation of leaders.