We’re experiencing a profound shift in the leadership landscape; it’s no longer enough to speak the loudest in a boardroom or present the most extensive experience. The pace and complexity within organisations demands more flexible, people-focused approaches, where adaptability and self-awareness drive success.
I’ve spent many years in leadership roles, and it’s evident that adaptability and resilience are no longer optional, but essential, to deliver value on both an individual and organisational scale. These skills cannot be shaped by a course, or learnt from a textbook, but built through real connections and in my view, mentoring is central to that growth.
From being the first female chair of the John Lewis Partnership Plc, to my latest role as the chair of Sanctus group, I’ve seen first-hand the impact mentoring provides, both as a mentor and a mentee. I’ve personally turned to mentoring to gain perspective and clarity and truly believe it’s the future of successful leadership.
Lessons from mentoring
I’m a passionate advocate for mentoring, shaped by my own first-hand experience where it’s served a significant role in my career. Fifteen years ago, I held a reasonably senior role at The Treasury and had the privilege of joining the Mentoring Foundation’s FTSE 100 mentoring initiative. The programme was designed to increase the number of women on FTSE 100 Boards by connecting high-potential women with Chairs of top UK companies, supporting career progression and development.
I truly believe mentoring should be a central pillar of leadership development
I was fortunate to be paired with an incredible mentor who not only offered unwavering personal support but also gave a lot of tough love. I still see him all these years later and often reflect on how transformational that relationship was. It taught me to celebrate successes, provided me with the confidence to take on bigger roles, and helped me build the resilience needed to navigate some of the tougher moments. It’s why I feel so strongly about the value of mentoring as I’ve seen just how transformational it can be.
I truly believe mentoring should be a central pillar of leadership development. It’s one of the most effective ways to build adaptability, self-awareness and a growth mindset at every level.
Reverse mentoring in practice
Throughout my career, I’ve witnessed many forms of mentoring, each with unique strengths. Traditional mentoring, where experienced leaders guide junior employees, remains vital, but reverse mentoring, where junior colleagues share insights with senior leaders, is equally as powerful. Both play crucial roles in broadening perspectives, challenging long-held assumptions, and building deeper trust within organisations.
When I held the role of Chair at the John Lewis Partnership Plc, we introduced reverse mentoring to infuse the leadership team with fresh perspectives and amplify voices that had historically been underrepresented. The approach allowed us to unlock insights from individuals whose backgrounds or viewpoints were less visible within the leadership team and provided leaders with an authentic window into experiences different from their own.
I recall several members of the team who found these relationships deeply enriching
By providing a voice to those who often go unheard, and encouraging open conversation, the reverse mentoring programme enabled leaders to see beyond their own lived experiences, fostering empathy and a deeper understanding of the diverse workforce within the organisation.
I recall several members of the team who found these relationships deeply enriching as the experience went beyond a simple knowledge exchange; it cultivated an environment where curiosity was encouraged, biases were questioned, and assumptions were constructively challenged. More broadly, reverse mentoring demonstrated how intentionally providing space for diverse voices is not simply an exercise for inclusion; instead, it strengthens organisational culture and future-proofs organisations.
My personal experience with mentoring is precisely what led me to take on the role of Chair at Sanctus Group of which the mentoring arm is powered by PushFar. I’ve seen first-hand how transformational mentoring can be, for both individuals and an entire organisation. Joining PushFar felt like a natural next step as it’s an opportunity to help scale something I deeply believe in. The platform’s mission to make mentoring more accessible, structured and inclusive aligns with everything I’ve experienced and championed throughout my career.
Mentoring as a strategic imperative
Employee engagement, retention and development are more important than ever I believe all organisations and business leaders should consider mentoring as a strategic imperative. Mentoring programs offer a low-cost, high-impact approach to people development and can be the solution to an organisation’s most pressing challenges.
Mentoring also plays a key role in supporting underrepresented groups
When thoughtfully designed and delivered, it supports long-term organisational health in many ways, nurturing future leaders by strengthening succession pipelines, ensuring leadership capabilities are passed on effectively, as well as identifying, developing and retaining top talent. Mentoring also plays a key role in supporting underrepresented groups, offering guidance, visibility and opportunities that they might not otherwise access. This not only promotes diversity and inclusion within organisations, but fosters innovation, improves engagement and builds resilient, high-performing workforces.
Its human-centred approach is what sets mentoring apart. It creates a safe space for learning and growth focused on an individual’s needs, strengths and goals rather than a ‘box ticking’ exercise. This encourages loyalty and enhances confidence and competence. For me, mentoring isn’t just a ‘nice to have,’ it’s an essential for any organisation to clearly demonstrate they value their people and are committed to long-term growth.
Final thought: Investing in people, not just programmes
At its core, leadership is about people not just performance, and the most resilient organisations will be those that prioritise human connection. Mentoring is one of the most powerful ways to foster that connection as it creates space for growth, not just for those at the start of their career, but at every level. Mentoring isn’t just about developing others, it’s a valuable opportunity for senior leaders to grow and should be viewed as a two-way exchange. The strongest and most effective leaders I’ve encountered are those who never stop learning and mentoring helps keep learning and development at the forefront.
As leaders, we know that our greatest strength lies in our people. When we invest in them through genuine connection, we unlock loyalty that will stand the test of time. Great people will want to work for us and stay working with us.
Mentoring and coaching done well, are incredible ways to build a happier and more effective workforce, and that in turn, makes for happier customers and clients. It’s time we stop thinking of mentoring as optional and start recognising it as a strategic necessity, as when we invest in people, everything else follows.
Dame Sharon White is Chair of Sanctus Group
