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Frequently Asked Questions
Mentoring is a collaborative relationship designed around your challenges, your goals and your development. It creates a space to reflect, explore different perspectives, challenge your thinking and develop your own judgement. Where relevant, I also bring my experience and knowledge into the conversation. The aim is not to give you all the answers, but to help you become better equipped to find your way forward.
Coaching primarily helps you explore your own thinking through questions, reflection and discovery. Mentoring can include the same approach, while also allowing me to share relevant experience, knowledge and perspectives when they can support your development. The two approaches can therefore work together. The difference is not simply what we talk about, but what I bring to the relationship when it can add value.
Consulting and advisory work are primarily focused on providing expertise, recommendations or solutions to a particular business need. Mentoring is different. The focus is on your development, not simply on solving the issue in front of you. We may explore business, strategic or organisational challenges, and I may share relevant experience or perspective. But the purpose is to help you develop the judgement and capability to understand, decide and act for yourself.
No. My role is not to give you a ready-made answer every time you face a challenge. I will ask questions, challenge assumptions, offer different perspectives and, when relevant, share experience. The decisions remain yours. The goal is not dependence on my advice. It is greater confidence in your own judgement.
Yes, when it is relevant and useful to your development. My experience is one of the things I bring to the mentoring relationship. I may share a perspective, an experience, a framework or something I have learned when I believe it could help you look at a situation differently. But I will not expect you to follow my path simply because it worked for me. Your situation is yours. Your decision is yours.
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