Traditionally mentoring in the workplace describes a strategic developmental initiative.

It is usually found where a more experienced colleague (the Mentor), uses their greater knowledge, wisdom and understanding of one or more areas in the work or workplace to support the development of a less experienced member of staff, (the Mentee) seeking learning and growth in these areas. In leadership development, the powerful leveraging effect of mentoring is often overlooked.

Done well, mentoring is beneficial for the mentor, the mentee and the organisation in terms of engagement, sharing of knowledge and most importantly developing future leaders. Done badly, mentoring becomes a chore for senior managers and increases the cynicism of would be high potentials.

Mentoring is a personal relationship, and for mentoring to be successful it needs to be part of the leadership development culture of the organisation.

Definition of a Mentor

A mentor is a guide, a trusted advisor who prepares a person for a position often before they even hold that position. A mentor can be defined as someone who helps others to achieve their potential in the context of a specific development path. Mentoring is an attitude and an effective way to develop and retain high potential employees.

Mentoring usually involves elements of guiding, teaching, coaching and encouraging, constructive criticism, explaining and listening. An effective mentor provides the mentee with insight, helps them understand the relationship between what they do and how they do it, and ensures their best interests are protected.

The Difference between Mentoring and Coaching

Mentoring is primarily about developing capability and potential in the role rather than performance and skills. It is a specific learning and development intervention which can be used widely in a particular context such as development, induction or sponsorship. Mentoring should not be confused with developmental coaching, which is typically a short term, non-directive form of development, targeting high performance and focusing on specific skills and goals to achieve organisational objectives. Mentorship often works together with coaching, but should be seen as a distinct activity.

Key Factors in an Effective Mentoring Programme

The quality of mentoring and the results it delivers depends on several key factors. The following should be taken into account:

• An understanding of when mentoring is an appropriate and effective intervention in relation to other learning and development options
• Mentors are appropriately selected, trained and developed
• Mentors are matched appropriately to those who are in need of mentoring
• Contractual agreements exist between mentor and mentee
• Mentor/mentee relationships are regularly evaluated
• Mechanisms to evaluate the effectiveness of the mentoring activities are set up

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