Internal mentoring programs: too often a missed opportunity

I know many corporates where they have implemented, or at least tried to implement an internal mentoring program. In essence, it refers to a system where typically higher management is matched to lower management to support them.

If you dig deeper into these kind of programs' actual effectiveness, it is often quite disappointing.

1. No clear vision on what they want to achieve with this mentoring program. Typically, they set up a program to have a program without really knowing why.
2. No clear process and methodology. How does an internal mentoring journey look like? How is mentoring done? Typically, managers start as a mentor without knowing how they should do this.
3. Miscasting of mentors. Not every manager with a decent track record is, by definition, a good mentor. It requires a specific value and skills set.
4. No total commitment of the mentors. It’s imposed on people. Managers take a mentor role because they have to do it, not because they are fully motivated. This makes it another task on the long to-do list. After a couple of obligatory sessions, it dies a silent death.
5. Confidentiality: An internal mentor remains a colleague, so it is often perceived as not 100% safe to share everything with him/her.

1. Define clearly what you want to achieve with internal mentoring.
2. Set-up a solid process and methodology (how to do it).
3. Select the right mentors (who).
4. Support these mentors in their mentor role (mentor-the-mentor)
5. Define the rules of the game to guarantee as much as possible the confidentiality.

Ambits has built a lot of experience and knowledge on the success factors of mentoring. We are in a privileged position to help you run an effective internal mentoring program. Do not hesitate to reach out to us.