Overall, I found that mentors can help associates avoid certain pitfalls, run interference and challenge them to keep moving ahead. For example, mentors can identify the kinds of cases that are helpful to career development, provide insight on working with difficult partners or senior associates, encourage client reliance on associates' expertise and make introductions outside the firm that help with business development. Most of my mentors have not been formally designated as such and some may not even realize that I consider them mentors. The bottom line is that mentors are everywhere and teach different skills. Furthermore, mentors don't have to look like the associate to be helpful.
Mentors can also come from outside the law firm.
I developed relationships with lawyers and others outside the firm who provided me with their perspectives on various issues. Minority lawyers are still a small percentage of big firm partnerships. Even fewer are represented on firm management committees. Even now, as a partner, I recognize that developing mentoring relationships with more experienced or senior partners can make a difference in the development of a young lawyer's overall role in and movement into the firm's management ranks. Getting on the partnership track starts from day one.