Research shows that effective mentorship yields measurable success. Take, for example, women in technology, who tend to earn 20% more when they have a mentor than those who don’t. Or the fact that 75% of executives credit their mentors as a significant factor in their career success. Then there’s Harvard Business Review’s finding that 65% of women with mentors felt more confident in their ability to succeed, as opposed to 56% of women without mentors. And, similarly, another report revealed that women with mentors are more likely to negotiate for promotions and pay raises, smashing gender biases in the workplace.

‘Mentorship is an invaluable part of anyone’s career journey, and with the shift of leadership, even more valuable for women,’ says Raksha Naidoo, chair of Women in Mining South Africa (WiMSA). While external mentorship programmes such as those offered by WiMSA hold great value, she cautions that they are no substitute for internal mentorship and career development programmes within companies. These are particularly critical for women working in male-dominated industries such as mining. Therefore, she says any WiMSA mentorship should complement internal initiatives.

Anglo American is one of many corporates offering structured internal mentorship in SA. In 2023, the group reported that its PrePair mentoring programme had welcomed its 1 000th colleague. It said that 90% of mentees and 98% of mentors would strongly recommend PrePair, which has connected mentors and mentees across all experience levels, backgrounds and skillsets within the group.

When implemented correctly, mentorship can become a powerful equaliser at work. ‘Women frequently face barriers that aren’t always visible on paper – like unconscious bias, exclusion from informal networks and underrepresentation in leadership roles,’ says Phillipa Geard, founder and CEO of the specialist women-focused talent agency RecruitMyMom. She explains how mentorship opens doors that might otherwise remain closed, while offering a structured, relational path through systems that weren’t necessarily built with women in mind.

‘Mentors become more than advisers; they become bridges. They connect women to key networks, help navigate the unspoken rules and advocate for their inclusion in projects, decisions and rooms that influence lives. This is particularly important for women who may be balancing the demands of work and family, or returning after a career pause, and need more than just encouragement – they need access.’

Geard explains that through mentorship, women develop technical skills and the kind of leadership muscle that’s harder to teach: strategic thinking, executive presence, negotiation and boundary-setting. Sometimes, she adds, a mentor is the first person to say, ‘You’re ready – go for it’. That affirmation can be the turning point.

This kind of mentorship must be led from the front within an organisation and start with real intention. ‘Women should see, from their first day at work, that mentorship is woven into the organisation’s fabric,’ says Naidoo. ‘This means open, accessible programmes where participation is encouraged for all employees and not restricted to a select few. Mentors should come from all levels and backgrounds, reflecting the diversity of the organisation, diversity of mindsets and be reflective of the leadership we want to see.’

The best structures create space for women to connect with those who have walked the path before them, she says, as well as with their peers who understand the unique challenges of the industry. Group mentoring, reverse mentoring and cross-departmental pairings can all help break down silos and spark new thinking.

Naidoo adds that mentorship must be ‘a living, breathing part of the organisation’s culture, and needs to be visible and evident in daily interactions, leadership decisions and the opportunities afforded to women at every level’. This feeds into what the 2025 Working Women in South Africa Report – the largest survey of its kind, published by RecruitMyMom – calls ‘Building a culture of mentorship and visible role models’.

‘Creating a thriving mentorship culture doesn’t happen by accident, it requires intention, leadership buy-in and a belief that developing people is just as critical as delivering outcomes,’ says Geard.

‘When mentorship becomes embedded in how an organisation operates, it unlocks potential at every level, especially for those who might otherwise be overlooked. It starts with leadership. When senior leaders actively mentor others and speak openly about it, they signal that developing people isn’t optional, it’s part of how we lead here. Their visibility sets the tone and gives others permission to engage meaningfully.’

Yes, informal mentoring relationships are important, but structure matters too. Geard  explains that organisations benefit from formal programmes that intentionally pair mentors and mentees, provide clear expectations, and offer tools and support to guide the relationship. ‘That structure builds trust and creates momentum,’ she says. ‘Recognition is key. When mentoring is included in performance reviews, linked to leadership pathways or publicly celebrated, people understand it’s valued, and they make time for it.’

Another crucial aspect is psychological safety, as people need to feel safe to ask for guidance, admit gaps and show up authentically. ‘For women in particular, safety often includes the deeper need to be seen and heard in environments where their contributions have historically been undervalued,’ she says. ‘Creating a culture where curiosity, vulnerability and continuous learning are welcomed – not penalised – is essential.’

Possibly the most important aspect of successful mentoring is finding the right match. Accountancy firm PwC SA is vocal about its programmes to mentor, sponsor and foster allyship for female talent, led by its (female) CEO. One piece of advice for women is to ‘build a trusted circle of mentors who align with your values and aspirations’.

Meanwhile, Palesa Ntoagae, human capital executive at Old Mutual Insure, cautions that poor matching of mentors with mentees can have ‘disastrous consequences’. She stresses, however, that the notion that only people ‘who look like me’ can mentor others is wrong. ‘Men have played a very important part in shaping my career and have been motivators and mentors. To this end, men are as important in creating an equitable society where women have a seat at the table.’

In corporate SA, matching mentors and mentees goes way beyond gender. ‘To successfully mentor a black woman into a leadership role, it would be critical for the mentor to understand the background of the mentee and the added challenges in comparison to their white counterparts,’ says Rebone Mahlangu, a banking executive and co-author of a 2022 Gordon School of Business Science study on male executives’ experiences mentoring black women in SA. ‘Black women have historically been marginalised because of their race, gender, low socio-economic status and poor education,’ she says. ‘Although they form the biggest part of the working majority, they remain severely underrepresented at leadership levels across varied industries.’

Even today, black women are often subjected to different standards, having to work twice as hard for the same recognition as their counterparts. ‘A significant pool of experienced C-suite leaders remains white and male,’ says Mahlangu.

‘Aspiring black women leaders could benefit from their mentorship; however, it’s important that this is grounded in empathy, mutual respect and a shared commitment to understanding the complex social identities at play in post-apartheid South Africa.’

And the mentors stand to benefit too. According to Mahlangu, men who mentor women are often found to have access to information and broader networks in their own organisations, especially if they mentor women outside their functional business units. At its core, mentorship is about human connection, as Geard puts it, people helping others grow. When that embeds into organisational culture, everyone benefits: the mentee, the mentor, and ultimately the business.

By Silke Colquhoun
Image: Gallo/Getty Images