Here’s the truth: people are leaving their jobs faster than ever. Over half of employees—51%—say they’re ready to jump ship. That’s not just a statistic. That’s a signal flare. What’s driving this quiet exodus? Burnout. Disconnection. A lack of purpose. But there’s good news: these problems can be addressed by leaders. One powerful, often overlooked solution? Mentorship.
Despite clear evidence that mentorship boosts retention—companies with strong programs see a 50% higher retention rate—the majority of professionals still don’t have one. 76% want a mentor, but only 37% actually have one.
Dr. Deborah Heiser (Ph.D.), CEO of The Mentor Project and author of The Mentorship Edge, wants to change that. Her platform connects people with seasoned mentors from a wide range of industries looking to share their skills and knowledge. But it’s not just the mentees who benefit.
Experienced professionals nearing retirement often rediscover purpose and find a new sense of fulfillment by sharing their insights. Mentorship, when done right, gives meaning at both ends of the career journey. So, how do we fix the gap? According to Dr. Heiser, it starts by getting honest about what mentorship is—and what it isn’t.
Your Manager Is Not Your Mentor
“One of the most damaging misconceptions I see about mentorship is when people expect their boss or manager to be their mentor,” says Dr. Heiser.
“This creates a fundamental conflict that can inhibit authentic growth and vulnerability because of a fear of professional consequences. Mentorship is a mutually beneficial relationship and true connection built on trust and authenticity.
“A mentor must also be intrinsically motivated and have a genuine want to pass on their knowledge—mentorship that is done because it is seen as a task or something that is expected is not true mentorship.”
It’s not that managers can’t be supportive. But the very nature of their role makes it hard for employees to speak freely, explore paths outside their current job, or be completely open.
Mentors? They aren’t tied to your next performance review. That makes all the difference.
The “Reverse” Mentoring Revolution
“Reverse” mentoring may sound radical—the idea of mentorship not being the traditionally held thought of a top-down transfer of knowledge. But it’s quickly gaining traction. In The Mentorship Edge, Dr. Heiser defines reverse mentoring as “a purposeful and strategic exchange of knowledge across generational lines that is not based on hierarchy but on expertise and perspective.”
And this isn’t about showing Boomers how to use emojis in Slack. Reverse mentoring helps senior leaders understand shifting values, cultural context, and digital norms that younger employees navigate daily.
“When organizations fail to integrate the values and insights of younger generations, they are missing out on a vital form of market intelligence and innovation,” says Heiser.
“Gen Z mentors are not just helping executives stay digitally up to date—they are helping to show the values, ethics, and insights of younger generations. Trying to cater or sell to younger generations without understanding them only leads to poor results. “Reverse mentorship is a two-way path to personal and professional growth across generations.”
It’s collaboration, not correction—and that subtle shift creates a big impact.
What Is “Lateral Mentorship”? The Most Powerful Kind
Forget hierarchy. Dr. Heiser says that the most impactful mentorship occurs side by side.
“This is the most impactful kind of mentorship—mentors who are next to us. There is no hierarchy creating fear or power dynamics. You can be completely authentic with a lateral mentor.
“Think of Bell Labs and Apple and Google in their initial days. There was excitement, a shared vision, and enthusiasm for creating. The shared vision enabled employees to feel part of something bigger than themselves and that they were contributing to change.
“Even the founding of the United States was done through lateral mentorship—a group of people coming together and mentoring each other, leveraging each of their respective skills and ideas.”
And for Gen Z? Lateral mentorship isn’t just valuable—it’s essential.
“Gen Z has been shaped by the pandemic—they were given autonomy, then it was snatched away. They want to have that back. Gen Z is okay with grit and hard work, but they are an autonomous collective who want collaboration and lateral mentorship to solve problems and initiate innovation.”
In other words, this generation is built for peer-led problem-solving. Leaders should take note.
The Bottom Line
Mentorship isn’t a perk. It’s not a checkbox. It’s not just a quarterly coffee meeting.
It’s a core part of culture, retention, and innovation. But only if you understand what it really is.
Stop expecting managers to be mentors. Listen to younger voices through reverse mentoring. Build structures that allow peers to lift each other up.
Because when mentorship is rooted in trust, driven by purpose, and free of hierarchy, people stay. They grow. And they bring others with them.
