Computer monitor and books
More than one person can be involved in the mentoring of a single individual, and one of them might be the person's direct manager. But more typically in terms of how the word is used a mentor is specifically not the recipient's line manager, rather someone from elsewhere in the organisation or outside it.
Organisations often look for outside help in this way; so too do bodies like the Prince's Trust, which helps young people starting up in business.
What makes a good mentor? The person must have authority (this might mean they were senior, or just that they are capable and confident). They should have suitable knowledge and experience, counselling skills, appropriate clout and a willingness to spend some time with the individual concerned.
Finding time may not now be a challenge, but the process demands regular input, so it may help if your mentor is generally close at hand.
In this case, a series of informal meetings can be arranged - a thread of activity alongside operational activity. These meetings need an agenda (albeit an informal one). But more importantly they must be constructive, then one thing will naturally lead to another and a variety of occasions can be used to maintain the dialogue.
A formal meeting – followed by a brief chat over a cup of coffee or on the phone – a project and a promise to spend time on feedback – an email or two passing in different directions – all contribute.
Such activity may relate to one specific task, helping someone make, say, better presentations, or to a range of things. What really makes mentoring useful is the commitment and quality of the mentor.
When it works well, it adds a powerful dimension to ongoing individual development. It's hard to imagine the one-to-one element being bettered in many ways.
Overall, what people learn from the ongoing interactions and communications they have with their line manager (and others) should be invaluable. But it may leave some matters to be coped with in other ways, mentoring can cope with such things, and add useful reinforcement in areas of development using a more formal approach.
Finally, remember that effective on-the-job development activity is important for the many people who say – 'I'm motivated by working with someone from whom I learn'.
You the mentor can learn from it too. The process tends to become more two-way over time. It's satisfying, in some circumstances can command a fee, and it's fun.