Beyond Mentoring: The Next Level is Collaborative Relationships

By Annabelle Reitman and Sylvia Benatti

Traditionally, in a mentoring relationship, a senior-level person provides guidance, support, and information for a younger person just beginning in a career. However, with rapid changes in the workplace, people living and working longer, and several career/job movements and shifts being the norm, an up-dated perspective of mentoring and learning is needed.


Why Mentoring Partnerships?

With several generations in the workplace, being able to communicate without any misunderstandings is key to success. Each generation has different communication and work practices. These differences need to be understood and accepted. This led us to view mentoring as a series of intergenerational conversations. In the workshops we facilitated in 2009, we focused on these conversations as a means to build a collaborative relationship for talent retention, career development, and on-going engagement.


“Intergenerational conversations” and “collaborative relationships” naturally led to thinking of partnerships. Thus, a mentoring partnership is a two-way inclusive interaction, with an exchange of insights, knowledge, and expertise. This relationship provides learning benefits for both participants; generational status is not a factor.


Individual and Organization Benefits

  1. Individual Benefits:

    • Obtain customized desired learning in a one-on-one situation, convenient in time, place, and method

    • Create new and stronger bonding among colleagues

    • Expand knowledge, insights, and expertise in organizational, personal and professional arenas as a two-way learning exchange

    • Develop larger professional networks by having access to a new range of contacts made possible by a mentoring partner.

  2. Organization Benefits:

    • Quickly engage new talent in establishing trust and identifying with the organization and its culture by building stronger ties and working relationships

    • Retain the engagement of senior-level members with opportunities to learn while passing on their legacies

    • Sustain engagement and prevent loss of emerging talent

    • Enhance leadership and succession planning.


Launching the Program

With the development of a general overall mentoring partnership program and format, we approached the Metro DC American Society of Training and Development (DC ASTD) Chapter in summer 2010 with a proposal to launch a program as a service for members.


This group was chosen for the following reasons:


Highlights of Program Implementation




Participant’s Learning Objectives

The following are adapted from the mentor partnership agreements indicating what learning topics/skills participants would be teaching/sharing with each other:


Projected Outcomes

A participant is already interested in initiating this program in her organization. Given that people are working longer, and younger talent face career movement options, a mentoring partnership approach is a viable, tactic to take. For further information, please contact mentoringstrategies@gmail.com



Annabelle Reitman, Ed.D, a career management strategist and author, with over 30 years experience in career coaching/counseling. Email address: anreitman@verizon.net


Sylvia Benatti is the Executive Director, American Humanics Certificate in Nonprofit Leadership Program at the University of the District of Columbia. Email address: nonprofitmgt@yahoo.com

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