If you could observe an organization or community in which mentoring is highly valued, what do you think you would see?

we thought it would be fun to poll several mentoring experts with this question. Their responses were enthusiastic and visionary. Here are our interpretations ofsome of the features they named.

Indicators of a Mentoring Culture

1. Being a mentor is highly prized and pervasive.

The cultural “norm” is to mentor. Instead of its being an exceptional step, people expect themselves and others to mentor.

People go out of their way to help others be successful. Being seen as a mentor is a sign of status and influence. Helping others succeed is a key measurement of performance, even in individual contributor roles.

Volunteering is a corporate value.

Individuals look back to people in their lives who made a difference and then want to give similar help. They look to organizations that offer mentoring as a volunteering opportunity.

2. Learning is a high priority.

Learning and development are highly valued.

People in the organization are empowered to seek out ways to improve not only their job skills but also their holistic personal development. As a result, they regularly seek out informal mentoring relationships as both mentors and mentees.

The organization clearly values education and training and puts the resources—time and money—behind them.

Numerous learning experiences are available. For example, there are places for the newer members to hear the stories of the seasoned ones in informal but planned settings. Those in more responsible positions take younger ones on trips and to meetings. An intern program and intentional formal leadership development program is in place. There are regular Q&A lunches and a resource place that has technology, books, and tapes for all learning styles.

Risk taking is the norm; failure is frequent. People receive feedback and reflect on their learnings.

3. Leaders actively support mentoring.

Upper level managers and leaders are mentoring several individuals themselves, not just asking others to do so.

Senior leaders mentor others because they want to share their knowledge and groom others who could eventually replace them.

The leaders know that their time is for a season and holding on is not helpful. Preparing the next generation to even surpass them is their goal.

Supervisors support mentoring. There is consistent three-way communication among the mentor, mentee, and mentee’s supervisor regarding the mentee’s development.

Leaders experience numerous benefits from mentoring enabling them to feel more fulfilled in several areas of their lives.

4. Communication is open and extensive.

The organization has casual, open communication among staff members of varying organizational responsibilities and hierarchical positions.

People are open and share information freely out of a spirit of helpfulness.

Inter-group and intra-group communication is strong and open, and cross-group collaboration is done well and often.

Hierarchy exists in the organization, but people have free access to whomever could help them with their projects and growth. There is a forum for ideas from everyone, and these are gathered for the growing of the community and/or organization.

Individuals feel comfortable sharing concerns and challenges without feeling judged or threatened for displaying weaknesses.

People aren’t afraid to ask for help or to admit what they don’t know. (Weber)

5. All forms of mentoring are occurring.

Various types of mentoring occur and are encouraged both formally and informally. This includes mentoring that crosses functions, genders, races, cultures, positions, generations, levels, and styles.

The mentoring culture fits the neighborhood in which it exists. In the inner city, for example, mentoring efforts are more diverse, include more learning opportunities, and provide more structure and on-going support than do those in more affluent neighborhoods.

Mentoring is taking place at all levels of the organization. People act in the role of mentor and mentee at the same time.

The type of mentoring needed is available just in time, when it’s most useful.

The mentoring culture has “mentoring programs” attached to it. One or more champions are involved in all aspects of the programs and lobby for needed support.

Evaluation is part of every mentoring effort, and results are used to provide continuous improvement.

One of our experts made this stimulating comment: “Less technologically advanced cultures have a more natural mentoring process in place. It seems like we have to consciously create it in our culture.” We at The Mentoring Group believe she’s right. Let’s go do it.

Do you have other ideas about what makes a “mentoring culture”? If you do, contact us at info@mentoringgroup.com. We’ll include them in an updated summary in the future. For more ideas on mentoring, check our Archive and Products.