1.2 The difference between mentoring, coaching, and advising

Mentoring is often used interchangeably with coaching and advising. There is a consensus that mentoring concerns a more experienced or senior individual (the mentor), who takes an interest in and encourages a less experienced individual (the mentee) to develop his or her skills and competences. Yet, mentoring stakeholders consistently share the need for a common language to increase effectiveness of the discipline. This would increase the likelihood of successfully recruiting and matching mentors with mentees, and achieving learning outcomes.

Mentoring
Mentors focus on a relationship-based guidance, rooted in experience, by questioning, challenging, and encouraging the mentee. Mentoring develops skills, knowledge, and/or networks to enhance mentees personal and/or professional growth.

Coaching
Coaches focus on structured learning by sharing knowledge and teaching specific skills, which help the coached reach targeted personal and/or professional goals.

Advising
Advisors achieve pre-defined, limited objectives by sharing knowledge, training, and/or directly solving business challenges.

Types of Mentoring

1. One-on-one mentoring: Under this common approach, a mentor is matched with a mentee for 6-12 months formally. Pairs are matched on criteria like experience, skills, goals, and personality. Discussions are in person or remote. If successful, the relationship can continue beyond the program indefinitely. A major benefit is that trust is likely built earlier as the mentor gains a deeper understanding of mentee issues over time. A major risk is that they only have a single perspective and are heavily dependent on the mentor (e.g. quality, availability). Adequate preparation is vital to the success of the relationship.
2. Peer-to-peer mentoring: Mentees are grouped with others at a similar stage in the business journey. The mechanics of the relationship are like one-on-one mentoring. This approach leverages the strong, common understanding peers have of problems, and the type of support needed. Studies show that MSME mentees get the most value out of peers whose businesses have similar characteristics but better performance than their own, while not being direct competitors. A major risk is that peers may not have the same knowledge of potential solutions as more experienced mentors.
3. Group mentoring: This approach is when a mentor works with multiple mentees at the same time. The group meets regularly, usually monthly, to discuss topics. The benefit is that mentees gain insight not only from the mentor, but from their peers as well. Best results are achieved when the training is on a specific skill set or adjustments to operations. Major risks include: lack of in-depth personal relationships compared to one-on-one mentoring; all mentees are present at one time, which makes it difficult logistically; higher Emotional Intelligence (EQ) and mentor maturity level is needed to manage a higher number of mentees.
4. Self-directed mentoring: Like one-on-one mentoring, except that mentees chose their mentors from a list. A benefit is that the mentee feels empowered and may commit more to the relationship. The most significant risk is that mentees can be unaware of their own blind spots, needs, and what mentors can offer which may lead to ineffective selection. There is also a greater likelihood of a mentoring relationship breaking down due to mismatching or lack of follow through (e.g. difficulty with scheduling, connecting).
5. Online mentoring: This approach includes a variety of methods done digitally, from short-term advice via phone calls and email to video conferencing. Online mentoring can reduce costs for participants (e.g. travelling large distances for meetings) and can open a larger pool of mentors for each mentee. A great risk is that relationships do not reach the depth of connection that comes with in-person meetings (e.g. limited non-verbal cues).
6. Short-term mentoring: This approach focuses on a few, well-scoped learning goal using a specific time window and defined process to get results. Because the goal scope tends to be very narrow, results may be immediate which can boost confidence. The risk with this approach is that the mentoring relationship lacks depth and can be near-sighted.
7. Speed mentoring: Consists of one-off, time-limited meetings, usually one hour or less, in which the relationship delivers targeted information and often networking opportunities. The benefit is that it requires limited time commitment. The risk is the likelihood of little or no benefit from the relationship given mismatching and the timeframe.
8. Crowd-sourced mentoring: MSME leaders post problems to an online platform for response. This provides access to a range of views, as well as a large pool of expertise. The risk is little control over the quality of advice. There is also no depth to the mentoring exchange, especially when coupled with online mentoring.