There are ten different roles a mentor can assume. Which role a mentor assumes depends on the needs of the mentee. On any given day, the mentor may perform one of the roles or all of the roles. Over time, and with experience, mentors can learn to assume different roles more easily. Each of the ten roles are described below.

Teacher: As a teacher, a mentor needs to teach the mentee the skills and knowledge required to perform his/her position successfully. This role requires the mentor to outline the "nuts and bolts" of the position and to share experiences as a seasoned professional. It is important that the mentor also share the wisdom of past mistakes. A mentee cannot only learn from past errors, but also must realize that no one is perfect.

Guide: As a guide, the mentor helps navigate through the inner workings of the organization and decipher the "unwritten office rules" for the mentee. This information is usually the "kernels of knowledge" that one only acquires over a period of time. The inner workings of the organization are simply the "behind the scenes" dynamics, or office politics, that are not always apparent, but are crucial to know. The "unwritten rules" can include the special procedures an office follows, the guidelines that are not always documented, and policies under consideration. It is also important for the mentor to explain who does what, the critical responsibilities each performs, and the office personalities involved.

Counselor: The role of counselor requires the mentor to establish a lasting and open relationship. In order to create a trusting relationship, the mentor needs to stress confidentiality and show respect for the mentee. A mentor can promote confidentiality by not disclosing personal information that the mentee shares. The mentor should always show respect by listening carefully and attentively to the mentee and by not interrupting the mentee while s/he speaks.

The counselor role also encourages the mentee to develop problem-solving skills. A mentee must be able to think through problems rather than always depending on the mentor to provide the solution. The mentor can develop the problem-solving skills of a mentee by advising the mentee to first attempt to solve the problem before seeking assistance.

Motivator: As a motivator, a mentor may at times need to generate motivation with the mentee. Motivation is an inner drive that compels a person to succeed. It's not often that mentees are not motivated. In general, mentees are enthusiastic about their job. After all, mentees tend to be characterized as highly-motivated individuals with a thirst for success.
Mentors usually perform the role of motivator only when there is a need to motivate a mentee to complete a difficult assignment, or to pursue an ambitious goal. Through encouragement, support, and incentives, mentors can motivate mentees to succeed.

One of the most effective ways to encourage a mentee is to provide frequent, positive feedback during assigned tasks or while the mentee strives toward goals. Positive feedback is a great "morale booster." It removes doubt and builds self-esteem that results in a sense of accomplishment.

Sponsor: A sponsor creates opportunities for the mentee—opportunities that may not otherwise be made available. These opportunities can relate directly to the job or indirectly to the mentee's overall professional development. The goal of the mentor is to provide as much exposure for the mentee as possible, with a minimum of risk. Opportunities should challenge and instruct without slicing away the mentee's self-esteem. A mentee should not be set up for failure. New opportunities can increase the visibility of the mentee, but mentors must be careful in selecting these opportunities.

Coach: Coaching is a complex and extensive process and is not always an easy skill to perform. Specifically, coaching involves feedback. A mentor needs to give different kinds of feedback as the situation demands: positive feedback to reinforce behavior and constructive feedback to change behavior. Both types of feedback are critical to the professional growth of the mentee. Feedback should be frequent, specific, and based on direct observation of the mentee (not secondhand information). When giving constructive feedback, the mentor should be descriptive about the behavior and not use labels, such as "immature" or "unprofessional." The mentor should neither exaggerate, nor be judgmental, and should phrase the issue as a statement, not a question.

Advisor: This role requires the mentor to help the mentee develop professional interests and set realistic career goals. As the old saying goes, "lf you don't know where you are going, you don't how to get there." This saying holds true for a mentee's professional development. The mentor needs to think about where the mentee wants to go professionally and help set career goals. Career goals should be specific, time-framed, results-oriented, relevant, reachable, and flexible to accommodate the changing dynamics of the organization.

Role Model: As a role model, the mentor is a living example of the values, ethics, and professional practices of the agency. Most mentees, in time, imitate their mentors. As the proverb states, "Imitation is the sincerest form of flattery." Teaching by example may be a mentor's most effective developmental tool. The mentee will learn as he or she observes how the mentor handles situations or interacts with others. The mentor needs to be careful how they come across to the mentee. The mentor needs to strive for high standards of professionalism, solid work ethics, and a positive attitude.

Referral Agent: As a referral agent, the mentor works with the mentee to develop an action plan that outlines what knowledge, skills, and abilities are needed to reach career goals. Once the action plan is in place, the mentor can then use the action plan as an "enabler" to move the mentee toward career goals that have been set.

Door Opener: The role of door opener is to open up doors of opportunity. This role primarily involves helping the mentee establish a network of contacts within the agency, as well as outside the agency. The mentee needs a chance to meet other people to spur professional development. As a door opener, the mentor can introduce the mentee to the mentor's contacts to help build the mentee's network structure. As a door opener, the mentor also opens doors of information for the mentee by directing him/her to resources that may be helpful.

A successful mentor is characterized as:

Supportive: A mentor is one who supports the needs and aspirations of the mentee. This supportive attitude is critical to the successful development of the mentee. A mentor must encourage the mentee to accept challenges and overcome difficulties.

Patient: A mentor is patient and willing to spend time performing mentoring responsibilities. A mentor allows adequate time to interact with the mentee. Time requirements are defined by both the mentor and the mentee.

Respected: A mentor is someone who has earned the respect of peers within the agency, the community and his or her profession.

People Oriented: A mentor is one who is genuinely interested in people and has a desire to help others. A successful mentor is one who has "good people skills," who knows how to effectively communicate and actively listen. A mentor must also be able to resolve conflict and give appropriate feedback.

Good Motivator: A mentor is someone who inspires a mentee to do better. A mentor needs to be able to motivate a mentee through encouraging feedback and challenging work assignments (where applicable).

Effective Teacher: A mentor should thoroughly understand the skills required of the mentee's position (or desired position) and be able to effectively teach these skills to the mentee. A mentor must not only teach the "skills of the trade," but also manage the learning of the mentee. This means the mentor must actively try to recognize and use teaching opportunities.

Secure in Position: A mentor must be confident in his/her career so that pride for the mentee's accomplishments can be genuinely expressed. A mentor should appreciate a mentee's strengths and abilities, without viewing these accomplishments as a threat. A secure mentor delights in a mentee's discoveries and welcomes a mentee's achievements. In truth, a mentor enjoys being a part of the mentee's growth and expansion.

An Achiever: A mentor is usually a professional achiever, one who sets lofty career goals, continually evaluates these goals, and strives to reach them. A successful mentor is usually one who takes on more responsibilities than is required, volunteers for more activities, and tends to climb the proverbial career ladder at a quick pace.

A mentor attempts to inspire a mentee with this same drive for achievement. This "attempt at achievement" is the flint that sparks a mentee's desire for career success. In this way, a mentor helps a mentee to set, evaluate, and reach career goals.

Able to Give Mentee Agency Visibility: A mentor is someone who can give the mentee the right amount of exposure within the agency. One way to give exposure is to secure challenging projects for the mentee. Another way is to talk with others about the mentee's accomplishments.

Values NIH and Work: A mentor takes pride in the NIH and relishes the everyday challenges that typically arise. A mentor understands the mission, vision, and values of the agency, and supports the agency's initiatives. A mentor should be well versed in NIH policies and in the procedures of the particular ICs in which he or she works.

Accepts Others: A mentor is one who shows regard for another's well-being. Every person, including the mentor, has certain vulnerabilities and imperfections that must be accepted. A mentor should learn to accept a mentee's weaknesses and minor flaws just as the mentee must learn to accept the weaknesses and flaws of the mentor.