Ramesh is a disciplined and insightful manager who has been guiding teams for over two decades since graduating from business school. One day, he has a meeting with his young team member, Shobit. Shobit has spent three years with the company and was being groomed to be a team leader.
The meeting was scheduled by the HR team so that he could hone Shobit’s performance, share input on the overall business landscape and customers’ expectations, and plan a roadmap for the next six months, including the skills Shobit could develop. The meeting lasted well into the afternoon, and by the time they concluded, it was almost 5 PM. Six hours had passed since they began the mentoring discussions that day.
Ramesh was drained. He ended his day with a short note in his daily diary.
“Spent most of the day coaching Shobit. Exhausting. Frankly, a huge waste of time. I just don’t see the potential I was hoping for.”
A few kilometres away, late at night, Shobit sat with a completely different energy. He was at home, about to go to sleep, and he opened his journal and wrote.
“Today was the best day of my life. Mr Ramesh’s attention was 100% genuine, and I feel very grateful for it. I have learnt so much. Nice place to be.”
This is what I call the classic perception gap in mentoring. What can seem like a tiring and unproductive task for the manager can be an inspiring experience for the employee. A significant number of leaders ignore the importance of mere presence and of giving undivided attention to subordinates.
We aren’t done yet, as there is a flip side to this story. This day could turn out differently.
At 5:00 PM, Ramesh leans back feeling satisfied and happy. He writes down.
“Great session. I gave Shobit real-time direction, feedback and pushed him hard. This will frame his thinking in the right direction and lead to positive action.”
Meanwhile, Shobit walks away feeling overwhelmed and disengaged:
‘Six hours… and I’m not sure what I really gained.’ It was like battling, not talking.
Here, the perception gap goes reversed, and the consequence is very different. Time was invested, intent was right, but no impact may possibly result. Unlike in the first scenario, where at least the subordinate and the organization stood to gain positively, in the latter case, the subordinate and the organization both risk losing out in the bargain. There is a chance of reduced motivation among subordinates and a loss of productivity for the organization.
This is where the real leadership responsibility needs to be clear, and we should be able to connect it back to impact. Mentoring must not be judged by the extent of effort a manager is putting in. Managers are accountable for the process and should be concerned with how much value the employee derives from the mentoring. The manager owns the structure, the process, the pace, the tone of the discussion, and the overall experience.
A manager’s role is to enrich insight and not just transmit knowledge. They do not just talk; they listen, probe and co-create. Good managers align things right from the start. They should also check in with their teams throughout the process, rather than just assuming everything is going well. Managers need to create an impact by asking themselves how they created value on any given day.
For HR teams, it is important to ensure that the value-creating understanding is communicated clearly and in a simple way. Mentoring needs to be framed as more than just a supportive and noble cause. It must be seen as a leadership capability, designed wisely and with a specific impact. Managers will take ownership when they realize that mentoring has an impact, sharpens their team members’ abilities, and leaves a lasting legacy.
Also, employees should be made to understand that mentoring is not a passive process of receiving input from someone, but an active opportunity to question, reflect, and shape their own growth. They need to engage, challenge the manager and co-create learning. It’s their ownership that determines the true value they will take away.
At the end, the manager should cherish the value-adding effort, and the employee should savour the overall experience. This holds true because careers are shaped by how the employee felt during the process, not by what they were told.
To conclude, I am a strong believer that in human capital development programmes like mentoring, one would run for miles searching for the traditional ROI (Return on Investment) without finding the proverbial finish line. Rather, the HR team and leaders should position such programmes for their VOI, which is the value of investment. That is what I call as the hidden ROI in mentoring.
DISCLAIMER: The views expressed are solely of the author and does not necessarily subscribe to it. will not be responsible for any damage caused to any person or organisation directly or indirectly.
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