A mentoring program is one of the most powerful tools in an organization’s talent development arsenal.

Mentoring helps to both identify your high-potential leaders and facilitate their professional growth and development. Done successfully, mentoring can improve your employee retention, succession planning, and operational effectiveness. As we say at the Department of Defense, it is a true “force multiplier.”

My introduction to formal mentoring was as a new employee at the Defense Finance and Accounting Service (DFAS), where we have a required Leaders in Motion (LIM) program. I was paired with my mentor based on my goals of returning to school for my master’s degree and becoming a CPA.

Mentees and mentors both are able to sign up in the DFAS mentoring database, which is searchable by career field, interests, goals, etc. If mentees are having a hard time selecting a mentor, DFAS assists with recommendations. They also provide a wealth of mentoring tools to help facilitate this relationship, such as mentoring agreements, goal-setting worksheets, and talking points for meetings.

DFAS’ approach to leadership development has not only garnered Federal recognition, it also has contributed to its consistent rating among top Federal entities to work for. My initial experience with LIM and ongoing coaching at DFAS have solidified my belief in the impact mentoring has on a career.  

Here are five considerations for establishing or revitalizing your organization’s mentoring program:

#1 Link Mentoring to Strategic Plans & Organizational Outcomes

A well-designed, robust mentoring program can open your organization’s leadership pipeline by “priming the pump” with talent.

It’s helpful to think of mentoring as an investment that will pay dividends over time. The long-term nature of mentoring relationships makes it the perfect way to augment your strategic plans in the areas of human capital, talent development, succession planning and leadership development.

As you commit to the growth and learning of your staff through mentoring, they will be better prepared to step up when opportunities arise. 

#2 Engage Your Entire Organization in Mentoring

Successful implementation of your mentoring program requires the full commitment of everyone on your team. This will likely require employing change management tactics (such as a communications plan) to ensure your culture will support the addition of mentoring.

From C-suite execs, to partners, to directors, to managers and front-line leaders — the entire workforce must see the value of mentoring to “buy-in,” particularly if the program is new. Every leader is a potential mentor and coach, but they may need to understand the benefits of entering into these agreements to serve as a mentor. 

#3 Provide Tools & Resources

Even once your leadership team is on board, they may not know how to successfully coach or mentor.

As with other professions, accounting does have some personality types that excel at processes but may struggle with people. It’s not that they don’t want to do it — they may just not feel equipped or empowered to start and sustain the relationship.

You can help by sharing a few mentoring resources such as agreements, goal-setting worksheets, and even conversation starters for their first 3-4 meetings. Your mentors will appreciate the assist!

#4 Determine the Structure for Your Mentoring Program

If your leadership team is starting to get into mentoring program logistics, here are a few questions to think about before implementation:

• Who is the primary decision maker for this program?
• Who will be the point person for its ongoing execution?
• Can your organization offer paid time for mentoring? (example: DFAS provides up to 4 hours of leave for mentoring meetings, etc.)
• Will the program be mandatory for specific populations of your workforce (such as new hires, aspiring leaders who express interest in promotion, by request, etc.)?

#5 Ensure Your Mentoring Program Supports Diversity, Equity & Inclusion

As powerful of a tool as mentoring can be, organizations must hold themselves accountable and ensure all marginalized populations can access high-quality mentoring. Nothing will put a stain on your mentoring program like the spread of perceived favoritism or other tendencies toward exclusion.

For instance, there have been studies done that seek to explain the barriers to Black females entering leadership positions — and oftentimes, a lack of mentoring opportunities are cited as a contributing factor. Mentorship has the power to increase employee engagement, morale and readiness — so it should be accessible by your entire workforce.

These days, I am completely invested in and passionate about mentorship. I have several mentors, which include my dad (a retired DFAS executive) and a current DFAS senior executive service member. I also regularly consult with a Command Sergeant Major about opportunities or issues that arise as a leader in the U.S. Army Reserves. In addition, I have incorporated mentoring into my own leadership development programs at the B. Empowered Leadership Academy.

For the past 10 years, I also have helped mentees of my own — in my civilian career, as a military leader, in my business, to my kids and now even in group settings! As I press toward my professional and personal goals, mentoring will continue to be an integral part of my journey. Likewise, I highly recommend you make sure it’s an integral part of your organization.