Upskilling won’t fix the gender gap—but mentorship might

The headlines are clear: AI is disrupting entry-level jobs across industries, including consulting and professional services.

There’s just one problem. Eliminating these roles overlooks a critical business need—your pipeline of next generation leaders. The rush from pyramid to diamond workforce models is short-sighted. In the pyramid model, you grow leaders from the ground up. In the diamond model, you cut the base and bet on later-stage talent to carry the weight. It may look efficient now, but it comes at the expense of long-term leadership development.

If we don’t shift the trajectory, it’s likely to worsen the leadership gender gap. Despite women outpacing men in college graduation rates, recent Russell Reynolds data finds men are still 2.5 times more likely to be executives than women, and 10 times more likely to be CEOs at S&P 100 organizations. Yet, women remain underrepresented in feeder roles to the top job.

The solution isn’t some new, fancy workplace tech platform or another mandatory training program. It’s intentional mentorship that directly addresses barriers women experience in advancing their careers.

WHY UPSKILLING PROGRAMS FALL SHORT

So why are companies still betting on upskilling programs? They look great on slides and earnings calls. They’re measurable, seemingly fair, and relatively simple to implement. They’re also not moving the needle.

The problem lies in traditional delivery. Put simply, classroom or lecture settings without immediate practice opportunities fall short. Online training will not build our next generation of leaders. The approaches overlook two human-centric barriers that many professionals, particularly women, face: representation and confidence. Seeing people in top positions who look like you proves you can make it there, too.

Harvard Business School research found that women are less likely than men to apply for advanced jobs because they think they aren’t qualified enough. I distinctly remember when a new leadership opportunity came my way. Instead of immediately jumping at it, I spent an entire day poring over role requirements and determining whether the position felt true to my identity. At that point, I just considered myself to fall squarely in the “marketer” role. Ultimately, I took a chance, accepting the new role.

In that critical moment, I was fortunate to have mentors who pushed me to think about myself and my capabilities more expansively. That push, more than any certificate, gave me confidence to take on the challenge. This mindset shift allowed me to then pay it back, leading to countless hours in the trenches, coaching team members on how to best deliver their tasks, regardless of how the members professionally defined themselves.

THE MENTORSHIP ADVANTAGE

Why is quality mentorship so effective? When done right, it’s deliberate and rooted in real experience. Here’s my playbook, as seen through a soccer lens, a sport near and dear to my heart:

1. Find the right fit. Building a team with myriad skillsets is essential to any winning soccer club. It’s ideal to have both male and female mentors. There’s value in someone who thinks differently and may have unique strengths you don’t have. And there’s value that can only come from someone who has walked in your shoes. Take maternity leave, for example. Women working with me tend to have easier transitions back because I have lived it and my philosophy is to always celebrate the “small moments” that carry outsized positive impact.

Mentors don’t have to be all things to mentees. Instead, seek mentors with specific strengths. You might seek a leader known for bold, creative thinking, and another leader strong in people management.

2. Get in the trenches. I believe in “learning in combat”—education that comes from sitting in client meetings and sales calls, being in the room where tough conversations happen, and getting real-time feedback on actual work. Time spent “on the field” together always outweighs theoretical examples and 1:1 coaching.

3. Be vulnerable. For me, that means showing people the marshmallow I am on the inside of this executive exterior. Mentors should create an environment where mentees feel comfortable showing their strengths and weaknesses. Authenticity beats a fake front any day. This comes from celebrating your wins, but also asking your teammates for help when you are struggling. A defender under pressure passes back to the goalkeeper, trusting their teammate to help the team stay in control—a reminder that asking for support keeps everyone moving forward.

4. Know when to listen and when to speak up. Real mentorship is about creating space for people to figure things out, not just giving advice without hearing what someone has to say.

When mentors are effective listeners, they can better advocate. Sometimes that means being the voice advocating for an idea others gloss over because you see the potential in the person surfacing it. Other times, it means understanding a mentee’s dream job and clearing the way for them to secure it. Any good coach can attest to the importance of this approach with their players.

5. Get out of the way. Too many leaders listen to junior colleagues talk about their dreams, then forget to give them the opportunity to reach them. In soccer, the left wing fights to let the striker take the shot. But if the striker never gets the ball, it’s useless to have that position. Say “ok” and let your players play.

There’s a delta between knowing mentorship works and building programs that deliver. The most effective programs have leadership buy-in, authentic matching, and accountability. Companies must expect leaders to coach, then create space and accountability for it. Not every leader needs to be a mentor, but you need enough who will and who want to.

DIAMONDS AREN’T FOREVER (IN THE WORKPLACE)

ROI and value creation remain paramount. Companies can continue chasing short-term gains and allow AI to eliminate their next generation of leaders—male or female—or they can do the harder work of building intentional mentorship relationships that create a more level playing field.

Companies that over-index towards these diamond models will inevitably have to swing back. The importance of strong mentorship will never be obsolete. The question is whether companies realize this before or after losing a generation of strong, diverse talent to organizations that remained focused on their potential.

Casey Foss is chief commercial officer of West Monroe.

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