Most organisations today have invested in mentoring in one form or another, and for good reason. It creates space for people to learn, reflect and navigate their careers with more confidence. These conversations matter and are often genuinely valuable.
At the same time, when you look at how people move into broader or more senior roles, particularly in technology environments, the picture is often shaped by something less formal.
In most teams, including here in Belgium, where diversity of background and perspective is already a strength, there is no shortage of capable individuals. What varies is how people come into contact with opportunities to contribute and build experience.
This is where differences in progression can start to appear, including for women in technology. Not through a single decision or deliberate intent, but through patterns that shape who is top of mind when opportunities arise.
This is also where mentoring on its own has limits. It supports development, but it does not always influence how these decisions are made in practice.
What makes a difference is a more deliberate approach from leaders in how access to these moments is created. This does not require formal structures. It is reflected in everyday choices, such as involving a broader range of people in visible work or being intentional about whose contributions are recognised and carried forward.
This is often described as sponsorship, although in practice it is less about terminology and more about behaviour.
In an organisation like Kyndryl, where outcomes depend on bringing together different skills and perspectives to solve complex challenges, these choices have a direct impact. A wider range of input leads to more balanced outcomes, which is consistent with what has been observed across the industry.
The question is therefore not whether mentoring remains important, but how it is complemented by a more conscious approach to how opportunities are shaped.
In that context, “Give to Gain” can be understood in a practical way. It is not only about giving time or advice, but about contributing to an environment where access to opportunity is broadened, and different perspectives have the chance to be seen.
For leaders, this is a moment to reflect on where these decisions are happening in their teams and who may not yet be part of those conversations. Small shifts here can have a lasting impact.
Over time, that benefits both individuals and the organisations they are part of.