Mentoring is the remaining of the three concepts that embrace the development of individuals in different ways. Ideally, a mentor should not be the individual’s direct manager but one in a different functional position. This is to avoid any conflict of interest regarding the individual’s development aspirations and that which the manager has in mind for the individual!
A fundamental factor of mentoring is that the mentor does not have a vested interest in the person’s career but is consulted for his/her experience, expertise and skill in different organisational environments. A similarity to coaching is in the use of the GROW model which is used effectively to assist the mentee to concentrate on the areas for development. Possible actions, barriers and constraints are considered with options provided so that the person can make his/her own decision with the support of the mentor. Personal advice is not given though personal experience is a requisite of the effective mentor.
Unrealistic expectations are explored where successes and failures are discussed to seek new ways of ‘doing things’ and encouraging the individual to set aims and objectives that are, perhaps, more realistic and therefore achievable.