We all know that mentoring programmes are powerful catalysts for growth. However, while we often talk about the skills that mentors and mentee practise and develop in the mentoring conversations themselves, they can draw just as much value from simply being part of a well-supported and thriving mentoring community.

To develop that community, we need to think about how to create a space where guidance flows freely, challenges are addressed openly, and successes are celebrated collaboratively.

Here are some tips for doing that, framed around an acronym (of course!).

L.A.U.N.C.H. Your Communication Strategy

L - Lay the Groundwork: Before the program even begins, clear communication is crucial. For mentors, articulate the programme's objectives, their expected commitment (time, type of guidance), and the benefits they can expect to get from participation in the programme. For mentees, explain what mentoring entails, their responsibilities, and how to make the most of each mentoring conversation and the relationship as a whole.

Some of the best set-up mentoring programmes do this through training. Organisations run sessions with mentors and mentees (and some, together). Some also provide take-away or self-access information: question guides for conversations, welcome packs, and guidance on topics like ethical conduct, confidentiality, and conflict resolution.

A - Acknowledge and Appreciate Regularly: Both mentors and mentees are investing time and energy. Acknowledge their commitment frequently. A simple email expressing gratitude, a mention in a newsletter, or a small token of appreciation can go a long way. Celebrating milestones – the first successful meeting, a mentee achieving a goal – reinforces their dedication and keeps motivation high.

Personal accounts or case-studies can also be really valuable in celebrating the investment of a particular mentor, or the journey of a particular mentee. People are often only too pleased to share their experiences if invited and given some guidelines. These can also double as qualitative evidence of a Return On Investment if that is something your organisation is looking to demonstrate.

U - Understand Needs and Challenges: Effective communication isn't just about broadcasting information; it's about active listening. Implement mechanisms for feedback – surveys, informal check-ins, or dedicated communication channels. What are mentors struggling with? Do mentees feel supported? Understanding where people are struggling allows you to provide targeted resources and interventions. Be proactive in asking, rather than waiting for issues to arise.

Engage too on an individual basis with experienced mentors. Not only have they supported multiple generations of mentees, they’ve seen your programme evolve and experienced it longer-term from within. They’ll be able to share how mentee challenges, attitudes and expectations are shifting over time. They may also be able to spot areas where your training and communication is particularly good, or where more could be done.

N - Nurture a Sense of Community: While mentoring is often a one-to-one relationship, fostering a broader community can enhance the experience. Organise group events, workshops, or online forums where mentors and mentees can connect, share experiences, and learn from each other. This builds a network of support and enriches the individual mentoring journey. Encourage cross-pollination of ideas and experiences.

If you are lucky enough to have established mentors, then potentially consider some additional training. Supporting managers to adopt mentoring techniques into Annual Reviews, for example. Or running a session looking at how mentoring works in a matrix management setting. You could even go ‘official’ and incorporate CPD. Many organisations have supported mentors whom they’ve identified as committed and reliable with time and funding to get a formal qualification in coaching, for example.

C - Consistent and Timely Updates: Keep everyone in the loop. Share programme updates, relevant resources, success stories, and any changes in guidelines. Establish a predictable communication rythmn: a monthly newsletter, or fortnightly tips. Create a website or blog to share the information from, and make all of the self-directed resources available there too. Consistency is key – don’t overwhelm people with too much information, but make sure that things come out regularly, and sustainably.

H - Handle Hurdles with Empathy and Solutions: Inevitably, challenges will arise. A mentor might be struggling to connect with their mentee, or a mentee might feel overwhelmed. When these situations occur, approach them with empathy and a solutions-oriented mindset. Offer guidance, mediate if necessary, or provide additional training. Transparently addressing issues builds trust and demonstrates your commitment to their success.

If necessary, you can very straightforwardly dissolve the partnership and create a new one. There is value to mentors and mentees in working through challenges if they are willing and can make the most of the personal growth at offer in that process, but there is little value in them simply ‘toughing it out’ for the sake of preserving the programme’s matching success percentage.

If you need some support...

Doing these extra things takes time, but you can start slow. Why not, each year, add in one small change. They don’t have to be expensive or take too long. You can probably harness channels that already exist (newsletters, blog sites, etc.) and can even engage the community in generating the material.

If you want support in working out what you can do, or how to do this, then let us know. We've got lots of experience in setting up and running mentoring schemes, and in creating and supporting communities of practice. We'd be delighted to talk things through, and to help you develop a plan.

Keep it gradual and sustainable and, before you know it, people won’t be talking about the success or failure of their individual mentoring ‘match’ anymore… they’ll be talking about how being a part of your mentoring programme is truly transformative, not only for them – but for the business as a whole.