You’ve probably been told the benefits of having a mentor—someone who can guide you, support you, and help you advance in your career. And if you have a manager, that’s probably who you gravitate to. Initially, it’s a match made in professional heaven—their insights, experience, and mentorship propel you forward. But then, just as you’ve grown accustomed to their guidance, they depart for their next opportunity, leaving you feeling adrift in a sea of uncertainty and unfulfilled potential.

In the military, a leader is only in an organization for two to three years, no matter how good they are. Even in the civilian sector, it’s rare to find employees who stay at a company for more than five years. According to the Bureau of Labor Statistics, the median tenure for wage and salary workers in 2022 was just 4.1 years.

Yet, amidst this tumultuous cycle of leadership turnover and organizational flux, the powerful force of mentorship often remains relegated to the shadows. Mentorship requires leadership, whereas we often request that leaders mentor. Too often, we often mistake leadership for mentorship. Now, there are great leaders who are great mentors, but being good at one role doesn’t automatically mean being good at the other.

What makes a good mentor

Being a good mentor demands a level of self-awareness, authenticity, and intentionality that transcends traditional leadership roles. It requires mentors to grapple with their own challenges, unearth their strengths and weaknesses, and embody the very attributes they seek to instill in their mentees. Mentors need to have a deep understanding of themselves—this kind of introspection sets the stage for profound growth and development, both for the mentor and the mentee alike.

When you’re a leader, your focus is to concentrate on the broader picture. Great mentors, on the other hand, focus solely on their mentees. There is no ulterior motive or agenda. Sure, they might be serving their organization in helping to guide future talent, they focus on helping their mentee rise through challenges and obstacles. They don’t try to command the spotlight and recognize that being generous with their insights benefits not only the mentee, but also the mentor in the long run.

Unfortunately, mentorship often faces significant challenges within organizational settings. In many instances, there’s no formal recognition and support for mentorship initiatives, which perpetuates a cycle where mentorship remains an underutilized resource. That’s why it’s important that organizations take proactive steps to integrate mentorship into their culture and practices.

The importance of investing in mentorship training and development

To ensure the effectiveness of mentorship, organizations need to invest in comprehensive training and development for mentors. The training should focus not only on practical skills and techniques for mentoring a range of people who will all have their own unique challenges and learning styles, but also on fostering the self-awareness, empathy, and communication skills essential for effective mentoring relationships.

It’s also important to include tips on safeguarding against mentor burnout. In military academies and training programs, mentorship is integrated into the leadership development curriculum, so that future officers have the skills to mentor and (be mentored) effectively. Similarly, organizations can embed mentorship principles into leadership training initiatives, so that leaders have the competencies to nurture talent and drive organizational success.

Recognize and reward mentorship excellence

Most organizations don’t measure, evaluate, or reward a leader’s ability to mentor others, but the best do. To incentivize mentorship and encourage active participation, organizations should establish mechanisms for recognizing and rewarding mentorship excellence.

This could include formal mentorship awards, public acknowledgment of mentorship achievements, and opportunities for mentors to advance their own professional development. The more that mentoring is built into the organizational narrative, the greater the chances that your employees will pursue, embrace, and value the practice.

Encourage cross-disciplinary mentoring

Look outside your department, organization, and industry. Mentorship transcends disciplinary boundaries, with mentors and mentees hailing from diverse fields. Embracing this interdisciplinary approach, organizations can encourage cross-functional mentoring relationships, which enables employees to gain fresh perspectives and innovative insights from colleagues outside their immediate domain. Often, this boosts diversity and inclusion efforts as well.

In the whirlwind of career journeys, mentorship stands out as a steady guide, even amidst the chaos of shifting leadership and organizational flux. Remember, leadership goes beyond calling the shots—it’s about knowing yourself deeply, being real, and truly investing in others’ growth.

When leaders do this, not only are they paving the way for individual success, they’re also building organizations that thrive on collaboration, growth, and shared prosperity.