Creating Effective Mentoring Partnerships (April 2009)

Mentoring consists of different “proficiency levels” reflecting the developing relationship, over time, between the mentor and the client/partner. These levels blend into each other and are limited by time. Movement between the levels depends on the mission and tasks to be accomplished, the partner’s attributes, experience and competencies, and the type of guidance provided by the mentor.

Each level may require the mentor to act in different mentoring roles that use special mentoring skills in applying the mentoring process of assessment, planning, action and evaluation to assist the partner achieving long term success.

Directive Level – Mentoring skills required are motivating, teaching, and coaching.

This level helps to determine the capabilities of the partner to accomplish tasks with new ideas, processes and systems. Many of the skills that will be presented by the mentor will be different from previous methods. Some will require adaptation to customs and traditions. The partner will rely on the mentor for support and instruction. The mentor may be required to provide direct and specific guidance and advice…but allow the partner to implement the new information into their current operations. The mentor provides a lot of praise and attention to build the partner’s self-confidence. The mentor uses experiences and examples to demonstrate how the processes work.

Influence Level – Mentoring skills required are counseling and guiding.

This level requires the mentor to influence the partner to seek solutions to challenges, rather than having the mentor provide the solution. Here the partner demonstrates experience and functional expertise, but needs support to form plans and a direction for mission accomplishment. Gentle guidance, by the mentor, will suggest new strategies, questions, challenges and actions that will produce positive results.

Cooperative Level – Mentoring skills required are advising and advocating.

This level promotes a collegial partnership in the mentoring process where both individuals share their experiences and the ability to work together for a common goal, in communication and action. Here the partner takes control of the tasks and works independently with the mentor providing an “over-watch” approach.

Validation Level – Mentoring skill required is that of monitoring and consulting.

This level is reached when the partner demonstrates a mastery of the skills required to accomplish the various tasks that meet mission demands. The mentor becomes a listener and sounding board to the partner and provides advice, counsel and motivation as needed. This level fosters greater discussions of policies, principles and practices that can be adapted by the partner in a unique environment.


Mentoring relationships often ebb and flow throughout these various proficiency levels as the mentor directs, influences, cooperates and validates the needs of the partner in developing long term stability in their programs and processes.

The Mentor needs to be continuingly evaluating the mentoring relationship as it evolves and then determine when it is time to alter the mentoring roles and move to a new proficiency level. There is no “one-size” fits all situations when working with our partners. It is only through understanding and supporting their needs, within the context of the contract requirements and their customs and traditions that we make a difference and help build a pillar of success for their organization.