I consider it a rare privilege to have the experience of mentoring, coaching and actual knowledge and skills transfer, happening in one relationship. In organizations, this would probably suppose that actors have been working together for some time for all these activities to actualize between them.

I find that the three experiences combined present different aspects of learning, growth and skill that are required for optimal performance. When one is mentoring or receiving mentorship from another, the idea is to bring out the best version of the mentee by providing encouragement and guidance without turning them into a “clone” so to speak. With coaching, the idea is to teach colleagues how to execute the work they are employed to do and provide supervisory support.

Successful knowledge and skills transfer is evidence that the combination of mentorship and coaching has taken root and one can stand on their own and deliver accordingly. Most satisfying is for a mentor and coach to see their colleagues exceed expectations, innovate and improve on the things they were taught. It is a great accomplishment for both parties and the organization as a whole.

I encourage actors, particularly those in leadership and other positions of influence in corporate governance, to emphasize the need to do their respective parts in ensuring that there is continuity and improvement at professional and organizational level.

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