Over many years of academic and professional life, I have had the privilege of supervising researchers and advising professionals at different stages of their careers. Few activities are as rewarding, and few are as important for organizations. Mentoring is one of the most effective ways we know to transfer the tacit knowledge that makes leaders capable.
Mentoring is not instruction
A common misunderstanding is that mentoring means telling someone what to do. Instruction has its place, but the deeper value of mentoring lies elsewhere: in helping another person develop their own judgment. A good mentor asks questions more often than they give answers, and helps the mentee see a situation from perspectives they had not considered.
The goal is not to produce a copy of the mentor. It is to help the mentee become the best version of the leader they can be.
Elements of effective mentoring
Trust and confidentiality. Mentees must be able to discuss doubts, mistakes and fears without worrying that these will be used against them.
Regularity. Occasional conversations have limited effect. Regular, protected time, even if brief, allows a relationship to deepen and lets the mentor follow the mentee's development over time.
Real problems. Mentoring is most valuable when it addresses the actual challenges the mentee faces, not abstract topics.
Honest feedback. Kindness in mentoring does not mean avoiding difficult truths. It means delivering them with care and with a genuine commitment to the mentee's growth.
Shared reflection. The mentor's own experiences, including failures, are a powerful teaching resource when shared honestly and connected to the mentee's situation.
Mentoring across generations
Mentoring between generations brings particular richness. Experienced leaders carry knowledge of how organizations and markets have changed, and of the long term consequences of decisions. Younger professionals bring new technologies, new expectations about work and fresh perspectives on old problems.
The best intergenerational mentoring flows in both directions. Reverse mentoring, in which younger professionals help senior leaders understand new tools, cultures and ideas, is increasingly valued, and with good reason.
Mentoring in family organizations
In family businesses, mentoring between generations is also succession preparation. It works best when the relationship is treated with the same seriousness as any professional mentoring, with clear expectations and space for honest feedback. Family members sometimes find it harder to give and receive candid feedback from each other, which is one reason outside mentors are valuable as well.
Organizational support
Organizations that want mentoring to flourish must support it. That means recognizing mentoring as real work, preparing mentors for the role, helping match mentors and mentees thoughtfully and allowing time for the relationship. Formal programs can help, but the most important factor is a culture in which developing others is valued.
What mentors gain
Mentoring is often described as something experienced people give. In my experience, mentors gain at least as much. Explaining one's reasoning to another person clarifies it. Hearing new perspectives challenges old assumptions. And there is deep satisfaction in seeing someone you have supported grow beyond what either of you imagined.
An invitation
If you are an experienced professional, consider who in your organization or network might benefit from your perspective, and offer an hour a month. If you are early in your career, look for someone whose judgment you admire and ask. Most experienced people are more willing than you might expect.
Ao longo da vida acadêmica e profissional, tive o privilégio de orientar pesquisadores e aconselhar profissionais. A mentoria é uma das formas mais eficazes de transferir o conhecimento tácito que forma líderes.
Mentoria não é instrução
O objetivo é desenvolver o julgamento do outro, não criar uma cópia do mentor. Confiança, regularidade, problemas reais, feedback honesto e reflexão compartilhada são os elementos essenciais.
Entre gerações e em famílias
A mentoria intergeracional flui nos dois sentidos. Em empresas familiares, ela também é preparação para a sucessão, e mentores externos ajudam.
Um convite
Se você é experiente, ofereça uma hora por mês. Se está começando, procure alguém cujo julgamento admira e peça.