The mentoring spectrum

Abstract

The purpose of this paper is to discuss the Mentoring Spectrum, a model which helps to explain the various mentoring relationships that can occur between a mentor and a protégé. First, a senior leader can be a Role Model, setting the example for known and unknown protégés alike. Next, a superior officer can become a Preceptor and teach the protégé a specific skill or task. When mentors are Coaches, they are focused on improving the overall quality of duty performance and may also have a personal stake in the protégé's success. As an Advisor, a mentor has a longer perspective in mind and guides the protégé towards career development and professional growth. After personal trust is earned, a mentor can become a Confidant and be a sounding board for more sensitive and personal matters. Finally, a mentor can reach the summit of mentoring and become a Counselor, providing the entire range of guidance typically associated with the mentor archetype. As the Mentoring Spectrum illustrates, when the mentor gains more and more trust, he or she has more and more influence over the protégé, to include ultimately matters of a highly personal nature. It is hoped that by understanding these different mentoring relationships, mentors and protégé can select the type of partnership that is the best fit for them.