Leadership that fosters talent: why mentoring remains essential
I observe two distinct levels of mentoring within organisations.
The first is scalable, informal and, without a doubt, the main driver of business knowledge. And it has gained prominence precisely because of a characteristic that is as common as it is invisible: informality.
In the real world, much of the transfer of knowledge takes place through observational learning and shared experience. A professional takes on a new role and begins working alongside more experienced colleagues to acquire the necessary skills.
Those who are willing to help in this process are the unsung mentors who make a huge difference within organisations, even though they often receive no recognition for it.
The second level of mentoring is a formal process – less broad in scope, but far more in-depth and transformative. It has an impact on both the mentor and the mentee and is one of the key tools for developing talent within an organisation.
How leaders develop people through mentoring, coaching and continuous learning
I understand coaching to be a structured process of support and guidance. The coach, whilst not necessarily an expert in the subject matter in question, has tools and methodologies at their disposal to facilitate development, encourage reflection and foster self-awareness.
They ask questions, suggest activities and help the individual move closer to their goals. The topics are usually more narrowly defined and focused on specific aspects.
Mentoring, on the other hand, is a process of knowledge transfer. A mentor needs to have had first-hand experience in order to share it. The topics are broader, and it is usually the mentee who guides the conversation, raising concerns, insecurities and challenges so that the mentor can contribute their experience and tacit knowledge.
Whilst coaching broadens awareness, mentoring broadens one’s repertoire. The former helps to find answers; the latter helps to avoid mistakes that others have already made.
There are also other complementary development tools, such as technical training, feedback, job rotation programmes or new models of collaborative working. Nor should we forget self-directed learning, which, when supported by the right resources, can become a powerful strategy for professional growth.
The best leaders build trust, psychological safety and a sense of belonging
Psychological safety is probably one of the most important benefits of mentoring.
The process can help develop new skills and open up new career opportunities, but it also boosts people’s confidence, strengthens their sense of belonging and creates a more supportive and encouraging environment.
These benefits are mutual. Both mentors and mentees tend to feel more confident after taking part in mentoring programmes. And when professionals feel confident, they work better, learn faster and help to create more positive working environments.
Furthermore, from an organisational perspective, mentoring brings direct benefits such as the development of future leaders, the preservation of knowledge and intellectual capital, the reduction of errors and the acceleration of learning.
Leadership that shapes culture: the keys to a successful mentoring programme
In my view, the main challenge is maintaining focus.
Organisations are doing more and more with fewer resources. There is greater demand for productivity, speed and a stronger focus on results. However, all too often, less attention is paid to people’s development.
Therefore, for a mentoring programme to succeed, there must already be an organisational culture that values individual growth, continuous learning and talent development.
When such an environment exists, the right conditions are in place for mentoring to have a real impact.
Some of the most important factors for a programme’s success are:
- Clear strategic objectives.
- Appropriate selection of mentors.
- Compatibility and trust between participants.
- Regularity and continuity of sessions.
- A basic monitoring framework.
- Visible support from senior management.
How to measure the impact of leadership on talent and business growth
There are traditional indicators that help to assess the impact of a mentoring programme, such as talent retention, eNPS, workplace climate surveys, internal promotions or business results.
However, I believe that no single indicator is capable of reflecting the success of mentoring on its own.
The true analysis stems from a holistic view that combines different metrics and enables us to understand how individual development impacts organisational performance.
Ultimately, the true return on investment from mentoring lies in reducing the time that elapses between a person’s potential capability and their effective contribution to the business.
Leading in the age of artificial intelligence: the new role of mentoring
Technology is already transforming mentoring.
Video calls have bridged distances and made virtual sessions standard practice. Furthermore, the availability of data and digital tools has driven new forms of learning that are more dynamic, accessible and participatory.
Now artificial intelligence is entering the picture.
The tools used in coaching and professional development processes can be enhanced thanks to AI. Today, it is possible to generate personalised development plans in a matter of seconds.
AI agents are even beginning to emerge, acting as digital mentors capable of offering immediate guidance. Furthermore, AI-generated content has become an everyday source of learning for millions of people.
All of this brings enormous value when used appropriately.
However, the scarcer human contact becomes, the more valuable it becomes.
In-person development activities, face-to-face conversations and spaces for genuine exchange now have an even greater transformative power than in the past.
That is why I believe the future of professional development will not consist solely of incorporating more technology, but also of rediscovering the value of human relationships as a driving force for learning, growth and transformation.
The leadership of the future will combine artificial intelligence, knowledge and human connection
Organisations wishing to remain competitive will need to accelerate learning, preserve knowledge and continuously develop their professionals.
In this context, mentoring will remain one of the most effective tools for transferring experience, preparing new leaders and strengthening teams’ capabilities.
Technology and artificial intelligence will expand the possibilities for learning, but the real added value will continue to lie in experience, trust and people’s ability to support the growth of others.
Because professional development does not depend solely on access to information. It also depends on the ability to transform that information into knowledge, judgement and action.
The true competitive advantage will not lie solely in having more technology, but in knowing how to combine it with human learning and shared experience.
Telefónica: leading the future by fostering talent and continuous learning
Talent development, knowledge transfer and people-led leadership are essential elements for successfully tackling the challenges of digital transformation.
In this context, mentoring contributes directly to preparing better-equipped professionals, accelerating the development of new skills and building organisations that are more innovative, competitive and future-ready.
This vision aligns with Telefónica’s ambition to “become the best gateway for citizens to digital technologies”, as well as with the aim to “retain and attract the best professionals suited to the sector’s needs” and to have “the best network for accessing the most innovative technology”.
This is because the leadership of the future will not depend solely on the technology organisations use, but on their ability to develop people, share knowledge and build cultures that are ready to learn, innovate and adapt continuously.
