When mentoring relationships fail to thrive – mentoring, managing and the organizational agenda

Abstract

Purpose

A highly practical article that will help mentors, mentees or those responsible for mentoring schemes to reflect on the fine balance between acting as a mentor and becoming involved in some activities that might be seen as “managing” rather than “mentoring”. Although the latter situation is often seen as a pitfall and something to be avoided, the article outlines how all those involved can deal with the ambiguity and ensure the focus stays on the mentee.

Design/methodology/approach

The article is written from the experience and perspective of a deeply experienced practitioner and author in the fields of mentoring and coaching in the organizational world.

Findings

The article outlines how to maintain thriving relationships between mentors and mentees with the support of the line manager.

Originality/value

This article provides practical advice on how to maintain thriving relationships between mentors and mentees with the support of the line manager, even when discussions stray into the territory normally associated with “managing” performance or development.

Citation

Starr, J. (2015), "When mentoring relationships fail to thrive – mentoring, managing and the organizational agenda", Development and Learning in Organizations, Vol. 29 No. 4, pp. 19-21. https://doi.org/10.1108/DLO-04-2015-0032