In our MBA classes at Columbia Business School, we study why certain individuals rise the ranks more quickly than their peers to become successful leaders. However, we seldom discuss how rarely a person’s success is due to their individual talents and efforts. In fact, it usually takes a large support network to help that person gain key learning experiences, develop expertise, and hone interpersonal skills that allow them to unlock their fullest management and leadership potential. This process is often achieved through intentional mentorship.
Most CEOs of large organizations have had the benefit of mentorship throughout their careers. The fact that 84 percent of Fortune 500 companies in 2024 offer formal mentoring programs indicates that companies understand the importance of support networks for their employees. So why are so many employees still feeling left out?
While mentorship can take many forms, the workplace upheaval brought on by COVID-19 has permanently reshaped our professional lives, challenging the traditional structures of mentorship along the way. Suddenly, inherent opportunities for connection have dissipated and been replaced by hybrid interactions, which disrupt the very continuity these relationships typically need to flourish.
Now that we’ve settled into our transformed work lives, it’s imperative we start seeking these vital connections in different ways as well. Traditionally, mentorship came about organically in the office, daily face-to-face exchanges and casual conversations naturally fostered guidance and support for younger professionals. Mentees did not need to work as hard to form strong relationships with mentors given the built-in face time from “watercooler chats” and the like. Today, mentees can’t rely on happenstance connections, but must be more deliberate, flexible, and persistent to obtain the same level of interaction. Prospective mentees need to be proactive in establishing recurring chats and adapt to virtual rapport-building to help them seek mentors who can speak to their goals and ambitions, and who want to invest in them.
I recently spoke with my mentor, Laurie Zorn ’06, an executive coach, about this exact issue. Laurie and I selected each other through a Columbia Women in Business networking event in March 2023, based on our common careers in the human capital space. In practicing what I preach, I continue to be intentional by scheduling monthly time with Laurie for both “informal” relationship-building and formal career advice. As my mentor, Laurie is in tune with my specific career goals, and by being in the same space herself, can help accelerate my success. When I asked Laurie how her clients are approaching mentorship in 2024, she noted:
“Nowadays mentorship mimics back-to-work schedules–conversations happen both in-person and remote. The key is consistency, ensuring that both parties are getting value from the interaction. And if the relationship isn’t working, even after giving it a fair chance, it may be time to gracefully part ways and explore new opportunities.”
With flexibility as a serendipitous benefit of the pandemic, location is no longer a barrier to finding a well-suited mentor-mentee fit to make this interaction worthwhile for all parties. And as Laurie mentions, equally as important as being intentional about finding a mentor, it is critical to remain intentional, parting ways if needs have shifted.
This brings me to another key component in a mentorship relationship: career timing. Good timing allows mentors to give tailored advice where it’s needed most. For me, this is often where Laurie comes in. As mentioned previously, it takes a network to support success, and Laurie can often aid in finding me additional mentors (within a company or externally) who can guide me through evolving career stages at the right time.
On the other side of the mentorship equation, mentors must be mindful that this purposeful, proactive approach will favor extroverted mentees. As leaders, we need to “walk our talk” and promote equal sponsorship by recognizing our introverted team members as potential mentees and give them the means to seek out this resource as well. Leaders who promote accessibility, trust building, and accountability can foster growth equally across teams.
The mentor-mentee relationship will continue to evolve. No matter where or how we connect, it’s vital to bring intentional mentorship to our own careers. As mentees, we should try to find our own support network of aligned coaches and advisors; as mentors, we should offer values-based leadership and career guidance equally. While it might not be as easy as running into a future mentor in the elevator, it's certainly worth the extra time invested to secure a fitting and long-lasting mentor relationship.