Mentoring in the workplace tends to describe a relationship in which a more experienced colleague shares their greater knowledge to support the development of a less experienced member of staff. It calls on the skills of questioning, listening, clarifying and reframing that are also associated with coaching. One key distinction is that mentoring relationships tend to be longer term than coaching arrangements.
To help support succession planning, for example, a regional finance director might be mentored by a group level counterpart over a period of time to help develop a sound approach to dealing with the board, presenting to analysts and challenging departmental budgets.
Mentoring relationships work best when they move beyond the directive approach of a senior colleague ‘telling it how it is’, to one where they both learn from each other. An effective mentoring relationship is a learning opportunity for both parties, encouraging sharing and learning across generations and/or between roles.
With a wide network of senior mentors, our approach when working with a blended coach/mentor is based on:
- Helping individuals find their own path quickly and effectively
- Providing advice and guidance but through a coaching style
- Where helpful, bringing ideas and stories of past experiences to mentoring conversations
- Developing focussed, positive thinking to bring about personal change
If you are searching for a mentor, please contact us to find out more.