Think back to the first time someone with more experience offered a guiding word or perspective. That moment might have changed how you saw a role, a project, or yourself. It’s in those small but attentive exchanges that mentorship shows its greatest value.
“It’s not about telling someone what to do but about showing them what’s possible,” says longtime mentor Itai Liptz. His view highlights that mentorship is about opening doors, not prescribing steps.
Mentorship isn’t a title you wear or a box you check—it’s a relationship built over time. One person shares insight, the other brings intention. Over those interactions, both begin to see new paths and opportunities.
Unlike formal classes or training, mentorship adapts to the moment, says Liptz. The mentee gets feedback when they need it. The mentor tunes in to new perspectives. Each conversation builds, and over time, both sides grow in ways they couldn’t alone.
How Mentees Grow
For someone starting out, a mentor provides a layer of insight that no course or manual can deliver. It might be practical advice about a task or bigger-picture input on where to focus energy. These lessons come from lived experience, which makes them immediately useful.
“A mentor also gives a mentee room to take risks,” says Liptz. “Having someone to check in with reduces the fear of failure.”
It’s easier to try something new when you know you won’t be left guessing afterward. Over time, this support encourages independence because the mentee learns how to make decisions with more confidence.
Mentorship broadens horizons, too. A mentee might begin with narrow goals, only to realize through conversation that other paths are possible. A mentor can point out options that the mentee hadn’t considered, shifting how they think about growth and opportunity.
Also, mentors often push mentees to work through decisions rather than handing them answers. That process—asking questions, weighing options, considering outcomes—develops judgment. When the mentorship ends, those decision-making skills stay with the mentee.
What Mentors Gain (and Why They Keep Doing It)
It’s easy to assume mentors only give, but they learn just as much. Explaining an idea forces clarity. Answering questions tests assumptions. In this way, mentors sharpen their own thinking by teaching it to someone else.
They also practice leadership in a close setting. Mentors learn to balance encouragement with honest feedback, and to judge when to speak and when to let silence do the work. These are skills that carry over into managing teams and projects.
Perspective is another gain. “Working with someone newer exposes mentors to fresh thinking,” says Liptz. “A simple question from a mentee can challenge long-held habits. And that type of exchange keeps mentors from becoming stagnant.”
Mentors also benefit when organizations formally support these relationships. According to Gallup, employees with formal mentors are 75% more likely to strongly agree that their organization provides a clear plan for career development compared to those without such mentors. This shows that mentoring relationships enrich the mentor as well as the mentee.
And there’s the personal side. Many mentors describe real satisfaction in seeing others grow. Even when time is scarce, they continue because the impact feels meaningful and lasting.
What Makes Mentorship Work
Mentorship only works if there’s trust. Both sides have to feel comfortable admitting mistakes or raising questions without fear of judgment. That trust doesn’t appear overnight—it’s built through consistency and honesty.
Clear expectations help as well. Some people want structured sessions. Others prefer informal check-ins. Talking through those preferences at the start prevents mismatched assumptions later.
Regular communication is the lifeblood of mentorship. That doesn’t mean rigid schedules. It might be a quick call, a short message, or an in-person meeting. What matters is consistency, not formality.
Trust is more than a nice-to-have—it directly shapes how strong the relationship becomes. A study highlighted by Evidence-Based Mentoring found that mentees who perceived stronger emotional engagement and support from their mentors reported significantly higher levels of relationship quality. This reinforces that openness and reliability are what separate effective mentorships from those that never progress past surface-level exchanges.
Finally, good mentorship respects boundaries. Mentors aren’t problem-solvers for every issue, and mentees shouldn’t expect endless access. When both sides know the limits, the relationship feels supportive rather than draining.
The Snags and How People Work Around Them
Not every mentorship clicks. Sometimes expectations are off from the beginning. One person may want structured guidance while the other expects casual conversation. Addressing this openly can prevent frustration, but in some cases, it’s better to part ways and try again with someone else.
Time is another obstacle. Busy schedules can push meetings aside, and mentees may hesitate to reach out. Talking about what’s realistic—shorter calls, fewer but more focused check-ins—keeps things moving. Flexibility is often the difference between a relationship that fades and one that lasts.
Premature endings are a common challenge as well. According to a STAR project study, 31 percent of mentoring relationships ended within the first year. Recognizing that early closures are not unusual helps mentors and mentees set realistic expectations and adapt when difficulties arise.
Boundaries can cause trouble, too. If a mentee turns to a mentor for help outside their expertise, the mentor may feel pressured to offer answers they don’t have. The healthiest option is to acknowledge those limits. Honesty keeps the relationship balanced and prevents strain.
Itai Liptz: Building Mentorship into Culture
While informal mentoring relationships matter, organizations that make mentoring part of their culture tend to see stronger results. Formal programs introduce people who might never meet otherwise, giving mentees access to mentors with the right experience.
“Peer mentoring adds another layer,” says Liptz. “Colleagues at similar levels share insights, compare strategies, and offer support without the pressure of hierarchy. These relationships often feel more candid and practical.”
There’s also reverse mentoring, where newer employees guide more experienced ones in areas where they have unique knowledge. Topics like technology and emerging trends often flow more naturally this way. It reinforces the idea that mentoring isn’t one-directional.
When mentorship is common, people feel supported and more likely to stay. Teams function better because individuals are developing not just their technical skills but their confidence and judgment. Over time, the organization benefits from stronger connections and more effective collaboration.
Passing the Baton
Mentorship changes both sides of the relationship. Mentees gain clarity and confidence. Mentors refine their skills and find renewed purpose. The exchange is rarely one-sided.
These relationships also carry forward. What one person learns in mentorship often shapes how they later support others. The effect multiplies as each generation of mentors builds on the last.
The next step is simple: think about who helped you when you needed it most. Then ask yourself who you could help in return. That’s how mentorship continues—one conversation, one relationship at a time.
