How to Find a Mentor at a New Company

How to Find a Mentor at a New Company

A mentor can provide guidance, support, and advocacy as you navigate a new role and plan your career path.

Step 1: Identify Potential Mentors

• Look for Experience: Look for someone who is in a role you aspire to or has experience in an area you want to grow in. They are often a level or two above you.
• Observe Company Leaders: Pay attention to senior people in the company whose work, communication style, or career path you admire.
• Ask Your Manager: Your manager can be a great resource for suggesting potential mentors within the company.

Step 2: Build an Initial Connection

• Don't Ask "Will You Be My Mentor?": This can be intimidating. Instead, start with a smaller, more specific request.
• Request an Informational Interview: Reach out and ask for 20-30 minutes of their time. Say something like, "I'm new to the company and really admire your work on X project. I'd love to hear more about your experience here. Would you be open to a brief coffee chat sometime next week?"

Step 3: The First Meeting

• Be Prepared: Come with specific questions about their career path, their experience at the company, and any advice they have for someone starting out.
• Listen Actively: This meeting is for you to learn from them. Let them do most of the talking.
• Be Respectful of Their Time: End the meeting on time and thank them for their insights.

Step 4: Nurture the Relationship

• Follow Up: Send a thank-you note after your meeting.
• Stay in Touch: Keep them updated on your progress and how you've applied their advice.
• Ask for Specific Advice: As you encounter challenges, you can reach out with specific questions. Over time, a more formal mentorship relationship may develop naturally.

FAQs

Q: What's the difference between a manager and a mentor? A: Your manager is responsible for your day-to-day work and performance. A mentor is a guide for your broader career development and can provide a different perspective from outside your direct reporting line.

Q: Should my mentor be in my department? A: Not necessarily. A mentor from a different department can often provide a valuable, objective perspective and help you build your network across the company.

How to Find a Mentor at a New Company

A mentor can provide guidance, support, and advocacy as you navigate a new role and plan your career path. In fact, mentorship is one of the most underrated accelerators of career growth-studies show that people with mentors are promoted 5x more often than those without.

The Power of Mentorship

Before diving into the mechanics, understand why mentorship matters:

• Career Acceleration: Mentors help you avoid mistakes and identify high-impact opportunities
• Network Expansion: A good mentor connects you with other key people in your industry
• Confidence Building: Having someone in your corner reduces the anxiety of navigating a new environment
• Institutional Knowledge: Mentors help you understand the unwritten rules and culture of your organization
• Sponsorship: The best mentors actively advocate for your advancement and opportunities

See also: First 90 Days in a New Job Strategy – Mentorship is a critical component of successful onboarding.

Step 1: Identify Potential Mentors

Finding the right mentor starts before you even approach anyone. Be strategic about your selection.

Look for Experience: The ideal mentor is someone who is:

• 1-3 levels above you in seniority (not so far ahead they're out of touch, not so close they can't offer perspective)
• Working in an area you want to grow in (technical depth, leadership, specialized domain knowledge)
• Known for developing other people (ask around about their reputation as a mentor)
• In a different part of the organization from your manager (provides external perspective)

Observe Company Leaders: Pay attention to:

• Communication Style: Who communicates clearly and persuasively? That skill is valuable at any level.
• Career Trajectory: Who's been at the company a while and progressed steadily? They understand the path.
• Thought Leadership: Who shapes key decisions? Who do others listen to in meetings?
• Generosity: Who takes time to help others? Who answers questions and shares knowledge openly?

Ask Your Manager: Your manager can be a great resource, but frame it right:

• Don't ask, "Can you be my mentor?" (too formal, puts them on the spot)
• Do ask, "I'm trying to develop my skills in X area. Who in the company would you recommend I learn from?"
• This positions it as development-focused, not as criticism of your manager

Look Outside Your Immediate Team: The best mentors often come from unexpected places:

• A peer who excels in a skill you want to develop
• Someone from another department who has expertise you need
• A more senior person from a different function
• Someone with a career path that mirrors where you want to go

Step 2: Build an Initial Connection

This is the critical step where many people falter. You're not asking someone to commit to a formal mentorship-you're asking for a small favor.

Don't Ask "Will You Be My Mentor?": This creates several problems:

• It's intimidating and feels like a big commitment
• It puts them on the spot for an immediate decision
• It implies a formal, ongoing relationship they may not be ready for
• It's actually unnecessary-most mentorships develop naturally over time

Request an Informational Interview Instead: This is much easier to say yes to. Here's a template:

Hi [Name], I'm new to the company and really admire the work you did on [specific project/achievement]. I'd love to hear more about your experience here and get your perspective on [specific topic]. Would you be open to a brief coffee chat (virtual or in-person) sometime next week? I know you're busy, so even 20-30 minutes would be incredibly helpful.

Why This Works:

• It's specific (mentions their actual work)
• It's humble (asks for their perspective, not to teach you)
• It's modest in scope (20-30 minutes, not an open-ended commitment)
• It shows you've done your homework (you know what they've worked on)

Where to Find Them:

• LinkedIn message or email (if you can find it)
• Slack direct message (if your company uses Slack)
• In-person (if you're co-located)
• Via mutual connection (have someone introduce you)

Step 3: The First Meeting

You've secured 20-30 minutes with a potential mentor. Here's how to make it count.

Before the Meeting:

• Research their background and career path
• Prepare 3-5 specific questions (not generic ones like "How do I succeed?")
• Have a notebook or digital device to take notes
• Choose a low-stress setting (casual coffee, not a formal conference room)

Example Good Questions:

• "What was the biggest challenge you faced when you first joined the company?"
• "How did you transition from [their previous role] to [their current role]?"
• "What skills do you think are most important for success in [their domain]?"
• "Are there any common mistakes you see people make in this organization?"
• "Who else would you recommend I talk to for advice on [specific area]?"

Example Bad Questions:

• "How do I get promoted?" (Generic, puts them in the position of making promises)
• "What should I do?" (Vague, requires mind-reading)
• "Do you have time to mentor me?" (Creates awkwardness)

During the Meeting:

• Listen Actively: Your job is to absorb, not to pitch yourself. Let them talk 70% of the time.
• Take Notes: Shows respect for their time and helps you remember details
• Follow the Conversation: If they go off on a tangent that interests them, follow along. Some of the best advice comes unexpectedly.
• Ask Follow-up Questions: "Tell me more about that" or "How did you handle X situation?" shows genuine interest

Watch Your Body Language:

• Make eye contact
• Lean in slightly (shows engagement)
• Don't interrupt
• Smile and nod appropriately

Mind Your Time:

• If they say 30 minutes, wrap up in 28 minutes
• Don't extend without permission (they likely have other commitments)
• End on a high note: "This has been incredibly helpful. Thank you so much for taking the time."

See also: Asking Smart Questions as a New Employee – Deep dive into asking questions effectively.

Step 4: Nurture the Relationship

One meeting doesn't make a mentorship. What happens after determines whether this becomes an ongoing relationship.

Send a Thank-You Note: Within 24 hours, send a note that:

• Thanks them specifically for their time and insights
• Mentions a particular piece of advice they gave and why it resonated
• Updates them on one action you've taken based on their advice
• Leaves the door open for future conversation

Example:

Thanks so much for taking the time to meet with me yesterday. Your point about the importance of building relationships across departments before taking on a leadership role really resonated-I'm already planning how to increase my cross-functional collaboration. I'd love to share updates on how that goes when we chat next.

Stay in Touch: After the first meeting, don't just disappear. Regular (but not excessive) contact keeps the relationship warm:

• Monthly Updates: Share a brief message every 4-6 weeks with an update on your progress
• Specific Asks: When you face a genuine challenge related to their expertise, reach out with a specific question
• Celebrate Their Wins: If they get promoted or lead something noteworthy, acknowledge it
• Reciprocate When Possible: If you can help them with something (information, introductions, perspective), offer it

The Natural Evolution: Over time, if the relationship is working, it will naturally deepen:

• They'll start asking about your progress without prompting
• You'll graduate from 20-minute coffee chats to longer conversations
• They may begin suggesting opportunities or introductions
• It may become a more formal, ongoing mentorship
• Or it may remain a valuable but occasional connection-both are fine

Frequency Matters: The "right" frequency varies, but generally:

• First 3 months: Monthly or every other month (as you build the relationship)
• Established mentorship: Quarterly to bi-monthly (you should be more independent by now)
• Optional relationship: As needed, when you have specific questions

Common Mentorship Models

Mentorship doesn't have to be the same for everyone. Consider the relationship type:

The Formal Mentor:

• Scheduled regular meetings (biweekly or monthly)
• Focused on your development and career path
• Often involves goal-setting and progress tracking
• Best for: Early career professionals or big career transitions
• Example: Your mentor might help you prepare for a promotion to management

The Peer Mentor:

• Someone at a similar level with complementary skills
• Mutual teaching and learning
• Often more casual and frequent
• Best for: Building specific skills or navigating similar challenges
• Example: A peer who's excellent at public speaking helps you prepare presentations; you help them with technical skills

The Sponsor:

• Someone senior who actively advocates for you
• May not have regular meetings, but they're aware of your work
• Amplifies your visibility and opportunities
• Best for: Mid-career professionals ready to step up
• Example: A senior leader who recommends you for stretch assignments and high-visibility projects

The Subject Matter Expert (SME):

• Someone with deep expertise in a specific area you want to learn
• Relationship focused on skill development, not overall career growth
• Can be less frequent and more transactional
• Best for: Technical skill development or domain expertise
• Example: A data scientist who teaches you machine learning techniques

Most people benefit from multiple mentorship relationships simultaneously-a career mentor, a technical mentor, perhaps a peer mentor.

Mentorship Across Different Settings

In-Person/Co-located Settings

• Easier to build rapport through casual interactions
• Can grab impromptu coffee or lunch
• Nonverbal communication is richer
• Challenge: Harder to mentor outside your immediate office

Remote and Hybrid Settings

• Requires more intentional scheduling
• Video calls work well but need to be scheduled in advance
• Asynchronous mentoring (messaging, recorded videos) becomes important
• Challenge: Less organic relationship building
• Advantage: Geography is no longer a limitation

Cross-Company Mentorship

• Can happen via industry associations, alumni networks, or professional organizations
• Often more formal (scheduled calls, structured guidance)
• Can be valuable because the mentor has different perspectives
• Remember: Respect confidentiality and avoid conflicts of interest

FAQs

Q: What's the difference between a manager and a mentor?

A: Your manager is responsible for your day-to-day work, performance evaluations, and compensation. A mentor is a guide for your broader career development and can provide a different perspective from outside your direct reporting line. Ideally, your manager and mentor have different focuses.

Q: Should my mentor be in my department?

A: Not necessarily. In fact, mentors from different departments often provide more valuable perspective because they:

• Aren't directly evaluating your work
• Can offer unbiased advice
• Help you build your network across the organization
• Have overcome similar challenges in a different context

The best mentors are often people you respect but don't work directly with.

Q: What if someone says no to being my mentor?

A: This happens, and it's not a rejection of you personally. They may be:

• Too busy
• Already mentoring multiple people
• Not confident in their mentoring ability
• Not the right fit for your needs

Gracefully accept the "no" and move on to your next candidate. In fact, it's good practice to identify multiple potential mentors rather than putting all your hopes on one person.

Q: How long does a mentorship typically last?

A: This varies widely:

• Intensive mentorships: 6-18 months (often tied to a specific goal like a promotion)
• Long-term mentorships: 2-5+ years (an ongoing career relationship)
• Occasional mentorships: Ongoing, but very infrequent (reach out when needed)

Don't expect a mentorship to last forever, but many valuable ones do. The right mentorship is mutually beneficial and sustainable for both parties.

Q: Can I have multiple mentors?

A: Absolutely, and it's recommended. Different mentors can provide different perspectives:

• A career mentor who helps with overall trajectory
• A technical mentor who develops specific skills
• An industry mentor who provides external perspective
• A peer mentor who understands current challenges

Q: What if my manager wants to be my mentor?

A: Your manager can be helpful, but there are some challenges:

• They're evaluating your performance, which can make conversations less candid
• They're not as removed from daily work politics
• They may have limited perspective on career paths outside their area

That said, if you have a trusting relationship with your manager and they're encouraging mentorship, it can work. The key is supplementing with a mentor outside your reporting line.

Q: How do I end a mentorship if it's not working?

A: Gracefully and professionally:

• Acknowledge what you've learned from them
• Explain that you're entering a new phase that requires different expertise
• Express gratitude for their time
• Leave the door open for future occasional check-ins

Example: "I've learned so much from our conversations about navigating this organization. I'm now trying to develop deeper technical expertise in X area, and I think I need to focus on mentors with that specific background. But I really appreciate your guidance and support."

Building a Mentorship Culture Around You

Once you've benefited from mentorship, don't stop there. Help others:

When You're Ready to Mentor:

• Offer to mentor junior team members (even informally)
• Be generous with your time and insights
• Share what you learned from your mentors
• Remember what it felt like to be new; be patient

Mentor Multiple People:

• You don't need to have formal relationships with everyone
• Some of the best mentoring happens casually
• One 15-minute conversation can change someone's trajectory

Create Opportunities:

• Help connect people who could benefit from knowing each other
• Share resources and recommendations
• Amplify others' work

Mentorship in Different Career Stages

Early Career (0-3 years):

• Focus: Learning the job, understanding the company, building foundational skills
• Mentor type: Someone 2-3 levels above you who's recently been in your role
• Frequency: Monthly

Mid-Career (3-8 years):

• Focus: Specialization, leadership development, bigger career moves
• Mentor type: A leader in your desired path; perhaps someone outside your company
• Frequency: Quarterly to monthly

Late Career (8+ years):

• Focus: Strategic impact, succession planning, industry influence
• Mentor type: Senior leaders, peers, possibly external advisors
• Frequency: Quarterly or as needed

Career Transitions:

• Focus: Making the move (skill gaps, positioning, confidence)
• Mentor type: Someone who's made a similar transition
• Frequency: Intensive (biweekly or weekly initially)

Your Action Plan

This week:

1. Identify 3-5 potential mentors from your organization
2. Research their background and achievements
3. Draft personalized messages to 2 of them requesting informational interviews

This month:

1. Have your first coffee chats
2. Take careful notes on advice given
3. Send thoughtful thank-you messages

This quarter:

1. Follow up with at least one of your new connections
2. Share an update on how you've applied their advice
3. Begin nurturing 1-2 promising mentoring relationships

This year:

1. Establish an ongoing mentorship relationship with at least one person
2. Begin mentoring someone else
3. Expand your mentorship network to include people outside your company

Remember: Mentorship is a gift you give yourself and receive from others. The best mentors are those who've benefited from mentorship themselves and understand its value. Seek it out actively, nurture it carefully, and one day, pay it forward.