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  The nine-to-five in-office workplace isn’t coming back. Remote work is now globally pervasive, and a   Gallup survey   last fall revealed that working from home — including various hybrid arrangements — is trending permanent. As of September 2021, 45% of U.S. employees were working partly or fully remotely, and 91% of them planned to continue some level of remote work post-pandemic; in fact, 58% would consider leaving their current jobs if access to remote arrangements vanished. When combined with   evidence   showing that remote workers are as or more productive than their in-office counterparts, it’s clear that remote work is here to stay. With this shift comes the need for managers and leaders to master virtual mentorship. Four decades of  research  leaves no doubt that employees with access to positive mentoring relationships accrue numerous personal and professional benefits. And when mentoring is a discernible element of a  company culture , retention and advancement of talente

  Remote work has been an adjustment (to say the least) for everyone, and its   effect on our professional relationships  has been just as significant as the impact on daily tasks. For early-career employees, the lack of casual conversations at work poses a considerable challenge. How does one learn best practices to succeed in one’s career when you’re working alone from home? How does one build the professional relationships that are critical for survival and advancement? On the organizational side, how does the business build a culture that supports diversity and inclusion initiatives in the middle of a pandemic? Based on our recent experience leading organizations focused on online mentorship, we believe an organizational commitment to mentorship can address all of these issues. At  America Needs You (ANY)  (where Marianna serves as CEO and Michael served on the board), we fight for economic mobility and inclusion through a rigorous one-on-one mentoring and career development progra

  MIKE KEMP/GETTY IMAGES The endless string of demanding tasks at work can leave us running on empty — deadlines, meetings, projects, and ongoing training modules all demanding our effort and limiting our time to refuel. As an energy-saving measure, we may cut corners. One task that commonly falls down on the priority list is mentoring. While  mentoring brings purpose and satisfaction , it can be draining. But while plenty of literature focuses on general mentorship strategies — the why, what, who, where, and when — strategies to save time and energy are often overlooked. In the face of a pandemic with no end in sight, we must preserve our fuel supplies while we mentor others. It is possible to be a mentor in an efficient manner that benefits mentees, growing their confidence and their network, but also conserves your energy. We call this an approach we call fuel-efficient mentoring. The goal of fuel-efficient mentoring is straightforward: to become a more adept mentor with an even lar

  We hear it all the time. Ask executives and managers how junior talent is encouraged, developed, and supported, and you’ll hear some variation of this refrain: “We’ve got a mentoring program!” Even vague rumors of a mentoring “program” nested somewhere in HR allow too many leaders to check off the employee engagement and development blocks without carefully scrutinizing the quality, utilization rates, and outcomes of such formalized mentoring structures. Here is the problem: Mentoring programs typically rely on single mentor-mentee matches, pairings that by nature are quite formal and hierarchical, when all the evidence shows that many employees — especially women — prefer mentorships with a more  reciprocal and mutual  character. Single mentors are also less career enhancing than robust developmental networks or  mentoring constellations . What’s more, even the best mentoring programs are unlikely to achieve intended outcomes when the surrounding workplace is competitive and individ

  Aspiring leaders need more and better mentoring than they’re getting today. According to  a recent study , the supply-demand imbalance is severe:  while more than 75% of professional men and women want to have a mentor, only 37% have one.  What’s more, most of the people currently acting as mentors aren’t having as dramatic an impact as they could because they’re too narrowly focused on career advancement. In 2018, I spent a few hours with a Stanford University research librarian pulling up all the articles, studies and books on mentoring we could find. We found that the vast majority focus on how it is practiced in the workplace and how organization-wide programs are administered. There was remarkably little analysis or advice on how to mentor the whole person, extending beyond the career to include discussions about behavior, values, relationships, parenting, finances, and even spiritual life. In my experience as a Wall Street executive for 35 years, as a mentor to many colleagues