5 Mentoring Myths Busted: the surprising realities of mentoring programmes and practice

Busting 5 Mentoring Myths

Mentoring has long been acknowledged as a powerful tool for professional and personal development. From new startups to established multinational corporations, the concept of a seasoned individual guiding a less experienced one resonates deeply. However, despite its widespread recognition, mentoring myths are persistent, leading to missed opportunities and sometimes even malpractice.

Therefore, in this article we are going to debunk 5 common myths about mentoring, and share how it really works.

Mentoring Myth 1: Mentoring is only for junior employees or new starters.

Reality: While new hires and those just starting out in their careers certainly benefit immensely from mentoring, in truth mentoring is valuable at every stage of your professional journey. From experienced professionals looking to pivot their careers, to senior leaders navigating complex organizational changes, to seasoned experts seeking to refine their leadership style- all can benefit from a mentor.

Consider the tech industry, often characterized by rapid innovation and disruption. A senior software engineer might mentor a rising junior developer, but equally, a CTO might seek mentorship from a peer in a different, perhaps more established, tech company to gain insights into scaling infrastructure or managing a diverse global team.

You can see great examples of this in the Meet a Mentor community, where over 2800 industry professionals of all levels from across the UK are able to connect and engage with mentoring.

Mentoring Myth 2: A mentor must be someone senior and in your direct reporting line.

Reality: This is a common and limiting misconception. While having a mentor within your direct reporting structure can offer specific operational insights, in reality mentoring often flourishes outside of hierarchical constraints.

As 10Eighty state, “external mentors can be both independent and objective. They offer a different perspective and experience around the issues facing the mentee… External mentors can provide genuine and unadulterated feedback without any hidden agenda; so, mentees are far more likely to accept and benefit from it.”

Bloom’s programme, which helps women in marketing and communications roles connect for mentorship beyond their own organisations, is a prime illustration of this. Their community matches experienced mentors to mentees based on the best possible fit for meeting their goals, with participants coming from a variety of companies and backgrounds. This allows for a broader exchange of ideas, different approaches to problem-solving, and insights into diversifying skills.

Mentoring Myth 3: Mentoring is just about giving advice.

Reality: This is an idea which can have a real, negative impact on people’s mentorship experience. The fact is if mentoring were solely about advice-giving, it would be a one-way street rather than a dynamic, collaborative relationship built on active listening, thoughtful questioning, and mutual learning.

As The British Psychological Society describe, “it’s about motivating and empowering the other person to identify their own challenges and goals and helping them to find ways of resolving or reaching them.”

For instance, One Million Mentors offers programmes which work with young people to address “unmet needs including limited access to social networks and relationships which will help them to fulfil their potential.” Far more than simply ‘offering advice’, they provide a way for young people to “engage in a positive relationship via ongoing training, regular check ins, skills build sessions, monthly bulletins and regular impact surveys.”

Whilst most people can offer advice, it takes a true mentor to encourage someone to analyse their situation, develop their own thought process, and identify the resources they need to continue independent growth.

Mentoring Myth 4: Mentoring is a formal, long-term commitment.

Reality: Mentoring can take many forms, from formal structured programs to informal, ad-hoc interactions.

Charterhouse note that ‘micro-mentoring’ is “used in many companies and industries where individuals are time pressured, or have certain specific challenges they want to discuss, such as career progression, technical job expertise, client relationship management and so on.”

For example, a freelancer undertaking project-based work may seek out short-term mentoring for specific skill development or to help with a particular challenge presented. Indeed, the Software Sustainability Institute offer ‘Research Software Camps’ which act as short burst mentoring opportunities for developing specific coding abilities.

While some mentoring relationships naturally evolve into long-term partnerships, many valuable mentoring experiences can be more fluid and even short-term. The most important part is to define the purpose and expected outcomes of the relationship from the start.

Mentoring Myth 5: Mentors Must Have All the Answers.

Reality: This is a common misconception that can put undue pressure on mentors and prevent potential mentors from stepping forward. No one has all the answers, and the most effective mentors are those who are willing to admit what they don’t know and, crucially, help their mentees find the answers themselves.

As ScreenSkills state, “Mentors do not need to have all the answers or have had the same experiences as the mentee as they can help in other ways. In fact, sometimes it is not helpful for the mentor to provide answers to all the mentee’s queries, as this can prevent learning and growing from taking place.”

Case in point- in scientific research, a principal investigator mentoring a postdoctoral researcher might not have all the answers to a complex experimental design. Instead, they will guide the mentee in formulating research questions, troubleshooting issues, and identifying relevant resources or experts. The focus is on facilitating learning and growth, not dispensing infallible wisdom.

The True Power of Mentoring

So, there we have it- 5 mentoring myths busted.

The fact is, understanding the realities of mentoring is crucial for unlocking the true power of programmes. It’s not a rigid, one-size-fits-all solution, but a flexible and adaptable framework for growth. Creating environments where individuals at all levels and in all sectors can connect, share, and learn, is pivotal for cultivating cultures of continuous development, innovation, and resilience.

Ultimately, successful mentoring is about building meaningful relationships that empower individuals to navigate challenges, seize opportunities, and achieve their full potential.

To explore more about how mentoring really works, check out our Career Pathways page.