New Book Reveals What Makes Mentoring Programs Last

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Haddock-Millar, J., Clutterbuck, D., & Sanyal, C. (2026). Introduction. In J. Haddock-Millar, D. Clutterbuck, & C. Sanyal (Eds.), Mentoring in action: A guide to success (pp. 1–6). Routledge. https://doi.org/10.4324/9781003533238

Key Takeaways

  • This introductory chapter of the book positions mentoring as a professional practice that has shifted from informal relationships to carefully designed programs shaped by standards, accreditation, and managerial expertise.
  • Drawing on global case studies, Haddock-Millar and colleagues (2026) argue that mentoring effectiveness depends on intentional design, ethical governance, and skilled program management, rather than goodwill alone.
  • The chapter frames mentoring as relational work embedded in complex institutional contexts, requiring sustained coordination and reflective practice.

Introduction

In the opening chapter of Mentoring in Action: A Guide to Success, the authors chart the recent evolution of formal mentoring programs across sectors, noting the rapid expansion of mentoring since the 1980s alongside growing recognition that poorly designed programs can produce limited or uneven outcomes. The authors situate the volume within broader efforts to professionalize mentoring, emphasizing evidence-informed practice, contextual sensitivity, and the growing centrality of program managers.

Methods

The chapter draws on synthesis of prior peer-reviewed research, EMCC Global standards, and insights distilled from twenty-two international case studies featured in the volume. These cases span education, healthcare, business, nonprofit, and public sectors, offering comparative perspective on program structures, goals, and governance.

Results

Across contexts, the authors identify common elements associated with effective mentoring programs, including clarity of purpose, careful matching, participant preparation, ethical safeguards, and ongoing evaluation. The analysis foregrounds the mentoring program manager as a coordinating role responsible for alignment between organizational goals and relational practice. Mentoring is portrayed as increasingly reciprocal and developmental, with benefits extending to mentors as well as mentees.

Discussion

The chapter argues that mentoring should not be treated as a technical intervention but as a relational system shaped by culture, power, and institutional support. Professional standards, such as EMCC Global’s ISMCP framework, are presented as mechanisms for safeguarding quality while allowing adaptation across settings. The authors caution that mentoring programs lacking infrastructure and leadership risk becoming symbolic rather than substantive.

Implications for Mentoring Programs

For mentoring programs, the chapter underscores the need to invest in program management capacity, ethical oversight, and reflective review. Sustainable mentoring requires organizational commitment and recognition of relational labour.

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