01
What is mentoring?
Mentoring is a process where a more experienced person (the mentor) helps a less experienced person (the mentee) discover new areas of knowledge and insight in a particular field.
Mentors help mentees set professional goals through ongoing, time-limited, and confidential conversations and other learning activities.
Core principle
The mentoring relationship is built on mutual trust and respect. Both parties bring something to the table - the mentor brings experience, the mentee brings ambition and a fresh perspective.
What mentoring is not
Mentoring is not coaching, therapy, or a job placement service. It is not the mentor doing the work for the mentee. The mentor guides. The mentee acts.
Who can be a RISE mentee?
- University or college students
- Recent graduates looking to enter the workforce
- Early-career professionals (fewer than 5 years of experience)
- Kenyan professionals seeking local and international career development
02
Building the relationship
The quality of your mentoring relationship depends on how you build it in the first two sessions. Most problems - lack of progress, disengagement, mismatched expectations - trace back to a weak start.
Matching process
RISE matches mentors and mentees based on professional background, industry expertise, career goals, and other factors from the application form. A brief interview helps clarify aspirations before matching.
Time commitment
The programme runs for 8 weeks. Expect roughly 2 hours per week with your mentor. The exact schedule should be discussed and agreed upon by both parties at the start.
First session priorities
- Introduce yourselves beyond job titles - share your career story
- Establish communication preferences (WhatsApp, email, video call)
- Agree on meeting frequency and duration
- Discuss confidentiality expectations
- Begin identifying the mentee's key goals for the 8 weeks
What a productive relationship looks like
Both parties show up prepared. The mentee drives the agenda. The mentor listens before advising. Sessions end with clear next steps. Progress gets documented.
03
Setting effective goals
Supporting a mentee to set their own goals is a core part of mentoring. Do not set goals for the mentee - support them in identifying and owning their own.
Goals should cover a mix of short-term targets (achievable in 2–4 weeks) and longer-term ambitions (end of programme or beyond). They can cover soft skills like motivation and confidence as well as tangible outcomes like securing a job or completing a certification.
Tool available
RISE provides a Goal Tracker spreadsheet. Complete it together after the second meeting and revisit it at each check-in stage. Download it at riseglobal.co.uk/resources/for-mentors
The SMART framework
Every goal in the tracker should pass this test:
Important
Goals may change between check-ins. That is expected - not a sign of failure. New information, new priorities, or a shift in direction should all be reflected in updated goals.
04
Making the most of every session
Poor sessions are usually unplanned sessions. Both mentor and mentee should arrive with a clear idea of what they want to cover.
Set the agenda. Review goals from the Goal Tracker. Note any blockers or wins since the last session. Come with at least one specific question.
Review the last session's notes. Think about relevant experiences or connections you can bring. Prepare to listen more than you speak.
Start with a brief check-in on the mentee's week. Work through the agenda. Share experiences - don't just give instructions. End with agreed next steps and a date for the next session.
Update the Learning Log or Goal Tracker. Note what the mentee committed to doing before the next session. Both parties should leave with clarity on the next step.
Warning sign
If the mentee arrives without any prepared questions or topics three sessions in a row, address it directly. Passive engagement from the mentee is the most common reason relationships stall.
05
SWOT analysis
SWOT analysis is one of the most useful tools in the mentoring relationship. Encourage your mentee to complete one early in the programme. It builds self-awareness and gives both parties a common language for discussing development.
What skills, knowledge, or attributes does the mentee already have? What do others praise them for?
Where do they struggle? What skills are missing for their target role? What feedback do they repeatedly receive?
What openings exist in their field right now? What networks or resources could they access through RISE or their mentor?
What obstacles could hold them back - market conditions, skill gaps, competition, or personal constraints?
Use the SWOT output to inform the goal-setting conversation. Strengths become selling points. Weaknesses point toward development goals. Opportunities become action items. Threats become contingency plans.
Download
A SWOT analysis template is available at riseglobal.co.uk/resources/for-mentors. Both parties should fill it out independently first, then compare answers together in session.
06
Reporting and check-ins
Check-ins are not administrative overhead. They are the mechanism that keeps the relationship on track and gives RISE the information needed to support both parties.
| Stage | When | Purpose |
|---|---|---|
| 1st report | After the 2nd session | Confirm the relationship has started. Document initial goals. Flag any early compatibility concerns. |
| 2–3 week check-in | 2 to 3 weeks in | Reflect on early progress. Identify any blocks. Adjust goals if needed. Decide whether to continue. |
| 5–6 week check-in | Midpoint review | Measure progress against goals. Decide whether to extend support or begin winding down. Review with the Goal Tracker. |
What happens if you don't report?
RISE cannot identify whether young professionals are getting appropriate support, cannot intervene if a mentee is struggling, and cannot improve the programme year over year. Reporting is how impact gets measured - and how future mentees benefit from what you learn.
At each check-in, ask
Is progress being made? Are both parties committed? Is there a personality clash or a need for a mentor from a different industry background? Is this relationship worth continuing?
07
Ending the relationship well
All RISE mentoring relationships end at 8 weeks. That is not a limitation - it is the structure that makes them work. A clear endpoint creates focus and prevents the relationship from drifting.
Begin preparing for the end in the final 2 weeks. Do not leave the conversation until the last session.
If more support is needed
If the mentee still needs guidance when the 8 weeks end, direct them to the RISE Programme Coordinator. Do not extend the formal relationship without programme approval.