Mentorship as a leadership strategy: Unlocking human potential

In Homer’s Odyssey, Mentor was a wise and trusted friend of Odysseus. When Odysseus left for the Trojan War, he entrusted Mentor with the care and guidance of his household—especially his son, Telemachus.

Kumjoo Huh is the kind of person I would want as a personal mentor. Her credentials alone are impressive—three decades of leadership experience, “Woman Leader of the Year,” G20 Empower Alliance representative—but it is her style that makes you want to listen. Humble, curious, and honest all at once, she embodies the qualities of a truly great mentor.

For two hours, she shared her experience on how to build successful mentorship programs and why mentoring is a powerful tool for changemaking. I left the event deeply inspired. It became clear to me that all organizations should invest seriously in mentorship programs as a means of development and retention. Looking back, I wish I had implemented this in my own organizations from the very beginning. From now on, it will be an active tool.

Soft skills are the future of leadership

AI is revolutionizing how we work across industries, and it will fundamentally reshape how we think about leadership. For a long time, leaders were often promoted because of their technical expertise—being good with numbers, coding, or specialized tasks. But many of these “hard skills” are increasingly better handled by AI. This shift makes “soft skills” essential.

Mentorship, I believe, is one of the best ways to cultivate these skills—for both mentor and mentee.

If you can see it, you can be it

The phrase, most famously used by tennis legend Billie Jean King after watching Althea Gibson win, captures the essence of mentorship. It creates role models you can see yourself in, helping you find your authentic path as a future leader.

This applies whether you are a junior just starting out or an experienced director aiming for the c-suite. Personally, when I began my career, most of the role models in consulting and academia were fifty-year-old men. As a 24-year-old woman, that image was difficult to emulate. I eventually found my way, but the journey would have been much faster had I had a relatable role model to lean on.

This is why mentorship should be seen as a central part of companies’ diversity and inclusion efforts. Much is said about diversity—sometimes even dismissed—but I am convinced that the most successful companies will be those that manage to build truly diverse and modern workplaces.

There is no “just” — this is not fluff

Working with diversity and mentorship requires real commitment. It is not a “nice to have” or a glossy slide in a presentation. To succeed, organizations must:

• Be persistent

• Secure CEO commitment

• Incorporate DEI into policies across all functions

• Take a holistic approach to change management

The payoff is significant: a modern workplace with strong feedback flows, higher talent retention, a larger and more diverse talent pool, and teams that reflect and understand your clients in a global market.

What are the key elements of a successful mentorship program?

Kumjoo has built more mentorship programs than most, and her core lesson is clear: mentorship only works if it is systematic. It is not rocket science, but in the rush of everyday work it is often overlooked. Every program needs a clear structure, moving through three phases:

1. Before the Mentoring

• Vision: Define the long-term purpose of the program and align it with the organization’s strategy. This is where CEO approval and commitment matter—when the leadership signals that mentorship is not an afterthought but a strategic priority, it sets the tone for the entire program.

• Target group: Identify who the program is for. Kumjoo began with those who felt least supported in her organisation - women and younger employees - because addressing their needs would have the greatest impact. In your context, it might be new hires, underrepresented groups, or high-potential leaders preparing for senior roles.

• Survey: Take time to ask the target group what they actually need. A short survey or listening session can reveal themes such as career advancement, confidence-building, or navigating workplace culture. These insights should guide how the program is designed.

• Match: Pair mentors and mentees with care. Look at values, interests, and professional backgrounds—but don’t underestimate the role of personality fit. An effective match requires trust and openness, which only grows if both parties feel a natural connection. Consider cultural dynamics too: for example, a mentor who comes across as too authoritative may unintentionally silence a younger mentee.

• Train the mentor: Mentorship is a skill in itself. Good training teaches mentors how to listen deeply, ask reflective questions, provide constructive feedback, and avoid simply telling their mentees what to do. Training also helps mentors understand boundaries, confidentiality, and how to foster empowerment rather than dependency.

2. During the Mentoring

• Set a timeframe: Define how long the program will last—typically 6–12 months—with a clear start and finish. This creates accountability and allows new cohorts to join later.

• Launch: Mark the beginning with an event. It doesn’t need to be elaborate—a group lunch or online kick-off works well—but it signals to everyone that this is a structured initiative backed by leadership.

• Sessions:

  • Duration: Sessions should be at least one hour to allow for real conversation.

  • Focus: Start with goal-setting. Tools like CliftonStrengths or tailored questionnaires can help identify both strengths and areas of growth.

  • Method: Use structured frameworks such as the A-GROW model (Goals, Reality, Options, Way forward), but adapt it to the mentee’s needs. The mentor’s role is to ask powerful questions, listen actively, and reflect back insights—not to lecture.

  • Flexibility: Meetings can be in person, online, or even over the phone. Surprisingly, walking meetings or phone calls often help people open up more easily.

• Check-ins: Encourage periodic progress check-ins, either with HR or program coordinators, to ensure that relationships are on track and to provide support if mismatches occur.

• Reporting: At the end, both mentors and mentees should reflect in writing on what they learned. These reflections are invaluable for improving the next round.

3. After the Mentoring

• Evaluation: Leadership should review the results against the original vision. Did the program support employee growth? Did it improve retention or satisfaction scores? What feedback do participants have?

• Iteration: Use these insights to refine the structure—perhaps adjusting how people are matched, what training is offered, or how sessions are supported.

• Recognition: Publicly acknowledge both mentors and mentees. Recognition reinforces the value of the program and encourages others to participate in the future.

• Continuation: Some mentorship relationships may naturally continue beyond the program. Encourage this while still maintaining the program’s cycle of new cohorts to broaden its impact.

The power of unlocking potential

In a world where technology increasingly takes over routine tasks, the art of asking good questions—and listening for the answers—has never been more important. That, at its core, is the essence of mentorship.

Working systematically and ambitiously with mentorship can unlock potential in ways that ripple far beyond a single program. It grows people, it grows leaders, and ultimately, it grows organizations.

When I look back on my own career, I realize how much faster, easier, and more authentic my journey - both as a young professional AND as a leader - might have been if I had used mentorship more actively. That realization is why I will never again overlook mentorship as “optional.” It is not a nice extra; it is a vital lever for change.

And that, perhaps, is the most powerful lesson Kumjoo Huh has given me: mentorship is not only about shaping others—it transforms us too. It is an invitation to grow together.

Written by: Inger Winther Johannsen