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21 September, 2020 | 2 mins read
Being an experienced professional does not automatically make someone a great mentor. Mentoring requires a specific set of skills, and without proper preparation, even the most well-intentioned mentor can struggle to make the relationship work.
The research is consistent: programs that train mentors achieve significantly higher success rates than those that do not. Programs that train both mentors and mentees achieve higher rates still. Training is one of the most impactful investments any program manager can make, and one of the most commonly underinvested areas.
Effective mentor training does not need to be lengthy, but it does need to be substantive. At a minimum it should cover what mentoring is and how it differs from coaching, managing and advising. How to set the relationship up for success from the first meeting, including agreeing on frequency, confidentiality and expectations. Conversational techniques for helping a mentee clarify goals and develop their own solutions. Core skills like active listening, powerful questioning, constructive challenge and role modelling. And the common mistakes mentors make, so participants know what to watch for.
Programs focused on specific groups, whether women in leadership, First Nations employees, early career professionals or other cohorts, benefit from additional preparation around topics like unconscious bias and imposter syndrome.
These are not extras. They are often the difference between a relationship that genuinely transforms someone’s career and one that quietly fizzles out after a few sessions.
Mentee training is just as important and far more often skipped.
Mentees need to understand clearly that they own the relationship. They set the agenda, drive the conversations and are responsible for following through on what they commit to. A mentee who arrives unprepared and waits for the mentor to take the lead will not get much from the experience, and will frustrate even the most skilled mentor.
Preparing mentees properly for this ownership is one of the highest-leverage things a program manager can do.
Training is the foundation. Ongoing support is what sustains quality across the life of a program.
This includes resources for reflection at key milestones, guidance for navigating specific challenges as they arise and a clear pathway for escalating issues if a relationship runs into difficulty. The best programs treat training not as a one-time event but as a continuous thread running through the whole experience.
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