Internal vs External Mentoring
Internal vs External Mentoring
[#3 in a series of 9 articles]
Series compiled by leading business-mentor, Michael Donovan –iMentor-pro
This list is not exhaustive. The items are examples of what has been seen, experienced and commented upon as some differences between internal or external mentoring sources.
Perhaps, a way of looking at the two options is to look at what the corporation wants and the individual needs. Often, the individuals needs dictate which method will get the best results. Neither internal nor external are mutually exclusive. They can both aim for similar outcomes but arrive there using different techniques. It is also possible to have both and for them to be used as progression based on achievement and reward.
- Internal
- Strong organisational history source that underpins sense of belonging within the culture of the enterprise
- Strengthens networks of influence and persuasion within the business
- Excellent way of showing executive commitment to emerging talent
- The relationship is often more strongly focussed on results based on the internal KPI’s of the participants, as such it can be very tactical
- Access and engagement is hard to divorce from ‘What I am doing now?’ Expressed as catching and passing hand-grenades
- Mentor is a natural protector, influencer and reference point for internal political manoeuvring
- Excellent growth, learning and renewal for the mentor themselves
- Trust and the working relationship can take longer to get established but are very strong when confirmed
- Rival mentees should not use the same mentor internally
- Changing horses to another mentor can be problematic if the relationship sours and is poorly handled
- If mentor falters then mentee is often also tainted by association
- Internal mentor is a good but often suspect advocate or champion for the mentee within the corporation and limited externally
- Often unqualified to conduct formal 360 into results or apply other measures of progress and / or success
- The burden on the mentor can cause the relationship to fail if the commitment wanes
- Mentee team members may have trouble trusting the mentor if a review takes place
- Can be perceived as aligning factions within the management structure and playing to favourites
- Remember, it is simply not possible to live long enough in order to make every mistake from which to learn. Therefore, we must learn from the mistakes of others.
- External
- Can step outside those parts of the culture that restrain and seek different scenarios
- Brings no ‘internal political baggage’ to the relationship, completely independent
- Application of broader external perspectives or knowledge is often greater
- Much broader playing field associated more with strategy issues, strategic outcomes and visioning
- Process is often more robust in terms of pushing big strategic issues that will affect that part of the business performance controlled by the mentee
- Limited in political influence but excellent as an independent and dispassionate sounding board
- Within bounds of confidentiality, brings new perspectives from other clients to the relationship which are often of very high benefit
- Independence can be seen as ‘separate from’ and engagement bonding can take time
- Will not work individually for rival mentees
- Mentor can be changed when usefulness or experience is consumed with little fallout – in fact changing is recommended to suit circumstances
- No internal baggage. But can take time to get the internal perspective right
- External mentor has greater credibility as an independent advocate or champion for the mentee within and outside the business
- Can bring independent evaluation of progress and measures which is seen as more robust
- Works exclusively for the mentee and time is dedicated to that purpose without other conflicts
- High level of trust and engagement that facilitates good feedback on improvement
- Totally independent with perceived higher levels of trust, confidentiality and broader experience
- Experience is a wonderful thing.
- Experience allows us to recognise a mistake when we are about to make it again.
The content of ideas, concepts and experiences that make up this series of nine articles have been contributed from a number of sources and authors. Assembly by leading business-mentor, Michael Donovan, Managing Director, iMentor-pro 1300 720 190
Internal vs External Mentoring - To learn more about this author, visit Michael Donovan's Website.
Like this article? Share it with your friends
Internal vs External Mentoring
[#3 in a series of 9 articles]
Series compiled by leading business-mentor, Michael Donovan –iMentor-pro
This list is not exhaustive. The items are examples of what has been seen, experienced and commented upon as some differences between internal or external mentoring sources.
Perhaps, a way of looking at the two options is to look at what the corporation wants and the individual needs. Often, the individuals needs dictate which method will get the best results. Neither internal nor external are mutually exclusive. They can both aim for similar outcomes but arrive there using different techniques. It is also possible to have both and for them to be used as progression based on achievement and reward.
- Internal
- Strong organisational history source that underpins sense of belonging within the culture of the enterprise
- Strengthens networks of influence and persuasion within the business
- Excellent way of showing executive commitment to emerging talent
- The relationship is often more strongly focussed on results based on the internal KPI’s of the participants, as such it can be very tactical
- Access and engagement is hard to divorce from ‘What I am doing now?’ Expressed as catching and passing hand-grenades
- Mentor is a natural protector, influencer and reference point for internal political manoeuvring
- Excellent growth, learning and renewal for the mentor themselves
- Trust and the working relationship can take longer to get established but are very strong when confirmed
- Rival mentees should not use the same mentor internally
- Changing horses to another mentor can be problematic if the relationship sours and is poorly handled
- If mentor falters then mentee is often also tainted by association
- Internal mentor is a good but often suspect advocate or champion for the mentee within the corporation and limited externally
- Often unqualified to conduct formal 360 into results or apply other measures of progress and / or success
- The burden on the mentor can cause the relationship to fail if the commitment wanes
- Mentee team members may have trouble trusting the mentor if a review takes place
- Can be perceived as aligning factions within the management structure and playing to favourites
- Remember, it is simply not possible to live long enough in order to make every mistake from which to learn. Therefore, we must learn from the mistakes of others.
- External
- Can step outside those parts of the culture that restrain and seek different scenarios
- Brings no ‘internal political baggage’ to the relationship, completely independent
- Application of broader external perspectives or knowledge is often greater
- Much broader playing field associated more with strategy issues, strategic outcomes and visioning
- Process is often more robust in terms of pushing big strategic issues that will affect that part of the business performance controlled by the mentee
- Limited in political influence but excellent as an independent and dispassionate sounding board
- Within bounds of confidentiality, brings new perspectives from other clients to the relationship which are often of very high benefit
- Independence can be seen as ‘separate from’ and engagement bonding can take time
- Will not work individually for rival mentees
- Mentor can be changed when usefulness or experience is consumed with little fallout – in fact changing is recommended to suit circumstances
- No internal baggage. But can take time to get the internal perspective right
- External mentor has greater credibility as an independent advocate or champion for the mentee within and outside the business
- Can bring independent evaluation of progress and measures which is seen as more robust
- Works exclusively for the mentee and time is dedicated to that purpose without other conflicts
- High level of trust and engagement that facilitates good feedback on improvement
- Totally independent with perceived higher levels of trust, confidentiality and broader experience
- Experience is a wonderful thing.
- Experience allows us to recognise a mistake when we are about to make it again.
The content of ideas, concepts and experiences that make up this series of nine articles have been contributed from a number of sources and authors. Assembly by leading business-mentor, Michael Donovan, Managing Director, iMentor-pro 1300 720 190
Internal vs External Mentoring - To learn more about this author, visit Michael Donovan's Website.
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