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Mentorship    

If you have a young man in your life, and you're not admiring him and telling him so, you're doing him harm.                            — Robert Bly


Purpose

To promote mature mentorship

by empowering each new leader to innovate and lead

while keeping true to the purpose and core values

of MentorDiscoverInspire


Mentoring Is Not Coaching Or Teaching

teaching : the transfer of domain-relevant knowledge and skills

coaching : the provision of training or guidance, for the purpose of increasing skill and/or achieving goals, via skill-building activities, accountability, and relevant feedback, usually in a specific skill domain

mentoring : the provision of guidance, advice, and support to help suomeone gain knowledge, skills, and overall success over time, within the context of a sustained relationship

Mentoring includes teaching, but teaching can be done alone without mentoring.

Mentoring does not employ the authoritativeness of specific assignments and goals with accountability, elements that we usually see in coaching.

However it is possible (and common) for a mentor to also simultaneously be a coach and a teacher, to the same person and in the same skill domain. When they are teaching through one-way giving of knowledge they are not in that moment being a mentor. When they are coaching by direct assignment of tasks and goals with accountability they are not in that moment being a mentor.

The Be-Do-Have Analogy

For anyone familiar with Be-Do-Have or the principles behind CPAR, it is easy to see the relationship between the three modalities above and the corresponding triad of Be/Do/Have or Context/Purpose/Results:

modality is about be-do-have CPRA
Teaching what you know Have (knowledge) Results (newly)
acquired learning)
Coaching what you are doing Do (tasks/goals) Purpose (to do
these tasks/goals)
Mentoring who you are being Be Context


Developing Relationship

Any given mentoring relationship will contain some fraction of each of the three elements, e.g. 60% mentoring, 20% coaching and 20% teaching. The balance might shift over time as necessary, e.g. when the existing well-known skills are insufficient in the moment and new skills are needed.

In general, the greater amount of trust there is, the more mentoring can be done while still achieving skill-domian improvement. This would suggest one should start with all teaching/coaching, then introduce pure mentoring only after the relationship has built — but teaching/coaching are not nearly as good for building connection and tacit trust. In particular, if trust is not present at all, the teaching and coaching will fall flat.

The following address only the mentorship aspect of any teaching/coaching/mentoring relationships.

Qualities of an Effective Mentor

Qualities of an Effective Mentorship Relationship


In my experience, many of the younger members are looking for [mentoring], as long as us older men stick to mentoring and not start giving old man advice.                            — Olaf Krop                                  July 9, 2025


Footnotes

1 : core values : for a general description of core values or guiding principles, see the MCV article. (That article also gives a specific example of one person's core values.)

2 : masculine : or feminine, or bilateral, as is appropriate:


masculine if mentor and protoge identify as male,
feminine if mentor and protoge identify as female,
bilateral if one of each: a relationship that is mature in the
   sense of a healthy (heterosexual) marriage.


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