The concept of mentoring is not new; it relates closely to the apprenticeships typical of craft trades. But, mentoring, as viewed today, does not concern formal roles as much as it does relationships. Even though mentoring relationships often flourish in work settings, they can also evolve informally. Friends, neighbours, and relatives can all act as mentors.

Recent years have witnessed extensive research into mentoring, and most people readily agree that mentoring can be an important career-building factor. Mentors can help new managers learn the ropes in increasingly complex organisations. They can provide models for new managers who are not sure how to tackle problems. It also appears that mentors can provide encouragement as critical points in proteges' careers and act as boosters to promote their proteges' long-term interests. By assisting proteges' careers, mentors can build their own power and support bases within their organisations.

Research has established that mentoring is a significant predictor of career success for fast-track career-success people as well as for the less spectacular steady-track form of career success.

Successful mentors assist their proteges in two basic ways: they provide career counseling, and they encourage or promote.

Career counselling represents the most common form of mentoring. Managers provide to proteges active, available counsel and support on career decisions. Proteges rely on their mentors for support during times of stress and uncertainty.

Encouragement and promotion mentoring is the most significant predictor of protege success. Successful proteges have mentors who encourage them and actively promote them and their skills to others. Their mentors praise their efforts in the presence of fellow workers and upper management, influence their careers in a positive way, support and take a personal interest in efforts to advance their careers, and recognise their potential as effective managers.

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