The Ambits Code of Conduct: The Compass of the Ambits Mentor

The Ambits Code of Conduct: The Compass of the Ambits Mentor

28 May 2021
Gerrit Sarens
Gerrit Sarens
  • Based on the experience built over the past year, we have written our Ambits Code of Conduct.

    The Ambits Code of Conduct articulates the desired behavior of mentors and mentees and clarifies the standards of professional conduct.

    The Ambits Code of Conduct has eight sections. Let’s have a look at the most important parts.

  • Let's start with the basics: what is mentoring?

  • An Ambits Mentor stimulates on-the-job learning by

    • challenging his mentee,
    • breaking through the barriers impeding personal growth,
    • sharing his knowledge & experience,
    • offering different viewpoints, and
    • providing pragmatic advice

    The ultimate purpose is to improve the mentee’s management and leadership capacities.

    Mentoring is different from coaching and consultancy and is never a results-based commitment.

    Moreover, a mentor is not a psychologist, psychiatrist, or therapist.

  • How are the mentoring goals defined?

  • The organization should benefit from the improvement of the mentee’s management and leadership capacities. Therefore, the mentoring objectives are always aligned with team and organizational goals.

  • What are the confidentiality principles?

  • Everything that the mentee shares with his/her Ambits Mentor is confidential. If, for whatever reason, information about the mentee needs to be shared with others, this can only be done upon the approval of the mentee.

  • Conditions for successful mentoring

  • From the mentee’s side, the following conditions need to be fulfilled to make mentoring work:

    The same applies from the mentor’s side:

    • Time commitment
    • Genuine interest to help the mentee grow
    • Empathy
    • Objectivity
    • Competent to help
    • Compliance with the Ambits way of working (process & tools)

    If one or several of these conditions are not fulfilled, the mentee or the mentor can pause or stop the mentoring.

Struggles of a manager

Managers are

  • not or inadequately trained in this role


    • lack self-confidence
    • don’t know how to go from being a colleague to being a boss
    • need to loosen up on the command & control leadership style
    • must let go of the (technical) expert status
    • cannot give or accept constructive feedback
    • feel pressure to perform as manager
    • have difficulty building relationships
    • want to be liked by everyone or want to be the ‘bad boss’
    • play the hero
  • are struggling


    • stay too involved in operations
    • have trouble prioritizing
    • cannot delegate
    • fear conflict situations
    • disconnect from the team
    • deal with flawed strategic thinking
    • do not relate to higher management
    • lack clear communication skills
    • remain not self-aware
    • avoid difficult conversations
    • miss political antennas
    • ...
  • capable of more


    • need mental preparation as successor
    • need to be able to lead big changes ahead
    • need to learn to be emotionally resilient and in control
    • need to learn to make big decisions fast without all the information
    • must become persuasive presenters
    • need to learn how to cultivate their own personal brand
    • need to learn how to lead by example
    • manage by trust, not by fear
    • need to overly develop empathy
    • ...
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