Mentoring Moment: Building Trust Through the MENTOR Model: Creating Psychological Safety in Every Conversation

By: Tracy Rogness, Organizational Stewardship Lead, and Tina Henne, Early Career Development Lead

Psychological safety is an individual’s mental and emotional state, shaped on how they perceive and respond to their environment, and free from interpersonal fear. Silence is only one visible symptom of low psychological safety, while many others remain hidden in the form of mental withdrawal, emotional suppression, and subtle avoidance behaviors. It’s a critical element in fostering trust, collaboration, and growth in any relationship, especially in mentoring. When both mentors and mentees have high levels of psychological safety, they feel empowered to be authentic, share vulnerabilities, and engage in open, honest dialogue. This creates a foundation for deeper learning and mutual development.

The MENTOR model is a thoughtful framework designed to foster psychological safety and create meaningful, transformative mentoring relationships. Each component of the model represents a key principle that mentors can use to guide their interactions and build trust with their mentees. Here’s a deeper dive into each element:

M – Mindset

A mentor’s mindset shapes how the brain interprets social cues and sets the tone for the entire relationship. Approaching the mentoring with openness, curiosity, and humility reduces cognitive rigidity and supports a more accurate understanding of the mentee’s experiences. Instead of approaching the relationship as a one-way transfer of knowledge, mentors should see it as a dynamic, collaborative learning process where both people grow and learn. A learning-oriented mindset allows mentors to remain flexible, adapt to the mentee’s needs, and approach challenges as opportunities for shared development.

Key Actions:

  • Be open to new perspectives and ideas.
  • Approach conversations with curiosity, asking questions to understand rather than to judge.
  • Recognize that mentoring is a two-way street where both mentor and mentee can learn.

E – Empathy

Empathy is the cornerstone of psychological safety because it reduces social-evaluation threat and helps regulate the other person’s emotional state. When mentors are fully present, listen deeply, and respond with care, they signal that the mentee is safe from judgment. Rather than rushing to solve problems or offer advice, effective mentors focus on accurately understanding the mentee’s experiences and emotions. This attuned, validating response activates a sense of being seen, heard, and supported, making it easier for the mentee to share openly and engage in meaningful learning.

Key Actions:

  • Listen without interrupting or jumping to conclusions.
  • Validate the mentee’s feelings and experiences without minimizing them.
  • Avoid over-relating by saying things like “I understand” unless you truly do.

N – Nurture

Mentors nurture growth by fostering intrinsic motivation and learning. When they encourage exploration, invite self-reflection, and offer constructive feedback, they activate the psychological needs for autonomy, competence, and relatedness that drive sustained development. A supportive mentoring environment reduces performance pressures, increases confidence, and helps mentees build the skills and resilience needed to navigate challenges effectively.

Key Actions:

  • Encourage the mentee to explore new ideas and approaches.
  • Provide thoughtful, actionable feedback that promotes growth.
  • Celebrate progress and milestones, no matter how small.

T – Trust

Trust is the foundation of any successful mentoring relationship because it reduces social vigilance and signals that the relationship is safe from judgment or harm. When mentors are consistent, honest, and transparent, they create predictability that the brain relies on to lower the threat response. This sense of reliability makes it easier for mentees to share challenges, vulnerabilities, and aspirations, opening the door to deeper learning and authentic connection.

Key Actions:

  • Be reliable and consistent in your actions and communication.
  • Create a judgment-free zone where the mentee feels safe to express themselves.
  • Be honest and transparent, even when discussing difficult topics.

O – Opportunity

Mentors expand opportunity by creating the condition that stretch a mentee’s capabilities without overwhelming them. When they offer meaningful challenges, sharing resources, and encouraging deliberate skill-building, they place the mentee in an optimal learning zone where growth is most likely. This balance of support and challenge increases confidence, strengthens competence, and helps mentees recognize and pursue new opportunities they may not have seen on their own.

Key Actions:

  • Identify and share opportunities that align with the mentee’s goals and interests.
  • Encourage the mentee to step out of theircomfort zone and take on new challenges.
  • Support the mentee in developing the skills and confidence needed to seize opportunities.

R – Respect

Respect strengthens psychological safety by signaling that a mentee’s identity, insights, and lived experiences are valued rather than judged. When mentors recognize the mentee’s potential and engage with them as an equal partner, they reduce the social-evaluation threat that can limit openness and learning. Respect also means avoiding assumptions, staying curious about the mentee’s perspective, and fostering a sense of mutual appreciation that supports authentic, trusting connection.

Key Actions:

  • Acknowledge the mentee’s unique strengths and contributions.
  • Avoid imposing your own assumptions or biases on the mentee.
  • Foster a culture of mutual respect and collaboration.

Bringing It All Together

When mentors embody the MENTOR model, they create conditions where psychological safety can take root and grow. This allows for open, honest, and meaningful conversations that fuel personal and professional development. By grounding their interactions in mindset, empathy, nurture, trust, opportunity, and respect, mentors transform their relationships into catalysts for lasting growth.

The MENTOR model is more than a set of principles for mentoring; it’s a guide for building stronger, more authentic connections in every part of life. Whether you are mentoring a colleague, leading a team, or simply having a conversation, these practices help you create spaces where everyone feels valued, heard, and empowered to thrive.

 

 

Resiliency in the Workplace

To celebrate National Mentoring Month, we are featuring a series of guest posts reflecting on mentorship. This week’s feature from Shanissa Bell, Leadership Development Programs Lead with the Argonne Leadership Institute, writes about an important topic and one where mentors are critical–resiliency!

Do you sometimes struggle with adapting to the never-ending changes in your work environment? Are you looking for ways to balance frequent churn with your need to be productive or to achieve success? If you answer yes to either of these questions, you are not alone. According to the 2020 Workplace Resilience Study, “only 15% of workers worldwide exhibit high resilience” (ADP Research Institute, 2021). When we think about resilience in the workplace, we are really referring to an individual’s ability to fully adapt to challenges, change, and stressors. Being resilient in the workplace means that you have developed the skills to adjust and grow when you receive new and sometimes conflicting information or when dealing with changes in the organization or its structure.

In today’s world, employees are subjected to an immeasurable amount of pressure and uncertainty. Employees often deal with poor communication, lack of autonomy or support, and higher than average workloads. While it is important to understand what causes workplace stressors, it is equally important to recognize that your personal resiliency or your ability to ‘bounce back’ is a skill that can be improved.

Employees who are highly resilient have many characteristics in common that are worth exploring. Here are 4 examples of common traits in highly resilient people that can help you improve your own skills in these areas.

  1. Resilient employees have a positive outlook

Resilient employees not only have a positive outlook at work; they are also realistic about situations that are within their control and are aware of things that they are unable to change. These employees don’t fixate on uncertainty but instead look for opportunities to improve the situation.

How can you improve this skill? Concentrate on things that are in your control. You may need to shift your mindset from thinking about what you can’t do to what you are able to do. Try to remain positive and if you encounter a roadblock, bring other people in who can assist you in determining your next steps.

2. Resilient employees are flexible

Being able to pivot is necessary when dealing with change. Employees who are flexible tend to be open-minded and focus on their ability to switch between tasks quickly. This helps them adjust to fluctuations in their day-to-day tasks.

How can you improve this skill? As an employee you can develop your flexibility by taking on projects to learn new skills. You can also advocate learning from others on your team. You may even take on stretch assignments that allow you to work in areas that are not routine for your job. Doing these things will increase your skill base and allow you to take on new initiatives quickly.

3. Resilient employees have a sense of purpose

“Highly resilient people are 3.9 times more likely to love what they do” (ADP Research Institute, 2021). When an employee believes in the mission and the vision of the organization that they work for, they are more likely to want to see the organization succeed. This in turn increases the success of the employee.

How can you improve this skill? You can start by seeking to understand the goals of your organization. By understanding the mission and what the organization is working towards accomplishing, you can ensure that there is an alignment in your work and what you care about as an individual.

4. Resilient employees have strong social support

Employees who can work through challenging situations and succeed in the face of change have strong social networks. This is extremely important in the workplace. Resilient employees have peers, mentors, and leaders that they can confide in and ask for help when needed.

How can you improve this skill? Network, network, network! Expanding your social circle is a great way to deal with workplace stress and change.  You can build your network by attending both internal and external networking events, you can join an ERG or join a cross-functional project team. Taking these steps will help you build a network of supporters that can help you during challenging times.

Finally, while you may find it difficult to deal with uncertainty or ambiguity, there is a light at the end of the tunnel. Change is to be expected but you can increase your resiliency skills to help you adapt to future situations. Understanding what affects resiliency is the first step in creating a plan to productively decrease workplaces stressors while increasing your ability to succeed.

 

Sources:

ADP Research Institute. (2021, March 23). MIT Sloan Management Review: The Top 10 findings on Resilience and Engagement – ADP Research. ADP Research. https://www.adpresearch.com/assets/mit-sloan-management-review-the-top-10-findings-on-resilience-and-engagement/

 

Empathy in Action: The Crucial Role of Emotional Intelligence in Effective Mentorship

To celebrate National Mentoring Month, we are featuring a series of guest posts reflecting on mentorship. This week’s feature from Jeremy Boldt, Manager, Learning and Organization Development with the Argonne Leadership Institute, discusses the role of emotional intelligence in mentoring.

Reflecting on my career in learning and development, as well as my mentoring experiences, both as a mentee and mentor, I’ve realized the importance of people over process. With nearly two decades in organizational learning and development, I’ve noticed a preference for structured processes and metrics. However, influenced by my humanities background (and borrowing a term from one of my Argonne colleagues), I recognize the value of the “squishy” aspects of development—those unmeasured elements that hinge on emotional intelligence.

Emotional intelligence, a concept explored through various models, highlights how our emotions and personalities impact our experiences. The Emotional Intelligence 2.0 model by Dr. Travis Bradberry and Dr. Jean Graves outlines four key skills: self-awareness, self-management, social awareness, and relationship management. These skills are crucial in mentoring:

  • Self-Awareness: Understand your motivations and reactions. Before seeking your mentor’s perspective on a work issue, reflect on your drivers to frame the conversation effectively.
  • Self-Management: Use self-awareness to manage your reactions. If something bothers you, prepare mentally before discussing it with your mentor, fostering a more productive dialogue.
  • Social Awareness: Focus outward to appreciate others. In mentoring, strive to understand and value your partner, enhancing the relationship and mutual learning.
  • Relationship Management: View mentoring as a long-term relationship. Building and maintaining a strong connection requires effort, with both parties responsible for deepening the bond.

Consider these skills as part of a continuous journey: know yourself, manage yourself, understand others, and maintain connections. Mentoring will have its challenges, but embracing discomfort and seeking honest feedback can strengthen trust and foster a robust mentoring relationship.

 

Imposter Syndrome and Mentorship: Embrace Your Unique Experience

To celebrate National Mentoring Month, we are featuring a series of guest posts reflecting on mentorship. This week’s feature from Katherine Murphy, Employee Development Lead with the Argonne Leadership Institute, provides tips for overcoming imposter syndrome as mentors.

Have you ever thought about becoming a mentor, only for thoughts such as, “You’re not qualified enough” or “You don’t know enough” to pop up? If so, you’re not alone. These thoughts are a product of imposter syndrome, and they can sneak in at any point in your career, no matter how many accomplishments you have. The good news is that we can overcome this! Let’s look at how to tackle imposter syndrome and own your unique journey to be able to share all the incredible experience you have with a potential mentee.

Imposter Syndrome in Mentorship

Imposter syndrome is the inability of a person to see their successes and accomplishments as a result of their own effort.* They fear being exposed as a “fraud.” In mentorship, questions like “Do I have enough expertise?” or “What if I give the wrong advice?” are typical, as imposter syndrome plays on self-doubt. We can put a lot of pressure on ourselves and think that as mentors, we need to give the perfect advice and guidance. And then, doubt that we can do so. In reality, being a mentor isn’t about being perfect and inspiring, and these doubts can undermine the real value that you bring to a mentorship relationship.

 You Are Uniquely You – Your Experiences Are Valuable

In the words of Dr. Seuss, “Today you are you, that is truer than true. There is no one alive who is you-er than you.” One of the best ways to fight imposter syndrome is to embrace all the components that make you, you. No two mentors are alike. Your experiences, the good and the bad, have equipped you with insights that no one else has. Whether you’ve navigated complex career transitions, overcome personal challenges, or developed niche expertise, these experiences can be invaluable to a mentee.

Every mentor offers different perspectives, and that’s good, as every mentee has different needs. Consider this: a mentor who has recently navigated the early stages of their career may offer fresh, relatable advice to a mentee just starting out. On the other hand, a mentor with decades of experience can provide long-term strategic insights. Both perspectives are valuable and can significantly impact a mentee’s journey.

 Tips for Addressing Imposter Syndrome

If you are contemplating becoming a mentor or are currently a mentor but doubt your effectiveness, here are a few things you can do to change your mindset and see the value you bring to a mentorship relationship.

  1. Acknowledge Your Doubts: An important step in overcoming imposter syndrome is to acknowledge it and realize that many others share this experience. Recognize that these doubtful thoughts are not true.
  2. Focus on Your Strengths: Make a list of your strengths and accomplishments. When doubts creep in, review this list to remind yourself of the amazing skills and experiences you can draw from.
  3. Seek Feedback:  Feedback from your mentee and peers can provide valuable insights you wouldn’t otherwise have and help you understand your positive impact more clearly.
  4. Share Your Story: Open up to your mentee about your experiences and how you got to where you are, including where you may have doubts. This vulnerability can strengthen your connection and show your mentee that being less than perfect is okay.
  5. Keep Learning: Remember that mentorship is a two-way street. Being open to learning from your mentee relieves some of the pressure you may feel from thinking you need to be an expert.

Conclusion

Mentorship isn’t about having all the answers. It’s about sharing your experiences, offering guidance, and providing a new perspective. Your mentee will benefit from your unique insights, even if your initial thought is doubt.

Don’t let imposter syndrome take away your opportunity to make a meaningful impact. Your perspectives and willingness to pour into others are what qualifies you to be a great mentor. The best mentors continue to learn and grow alongside their mentees, recognizing that imperfection is part of the journey.

*“Impostor Syndrome, N.” Oxford English Dictionary, Oxford UP, September 2023, https://doi.org/10.1093/OED/3742536120.