Mentoring as a development tool for managers: 6 reasons it works (and why it matters now)
Research from Cegos looks at the first-time manager experience, from expectations of the role to the challenges first time managers face.
The research, of more than 4,000 first-time managers and 400-plus HR and training managers, also sheds light on the role of mentoring in manager development.
Here we look at the key insights relating to mentoring and its role on supporting first-time managers.
1. Mentoring is already a mainstream support lever – but far from universal
The Cegos barometer suggests mentoring is widely used as part of new manager support:
- 46% of first-time managers say they received advice or mentoring from a tutor/mentor/peer within the organisation
- From an HR perspective, the number is similar: 44% say they provide this type of support.
Takeaway: mentoring is established but with over half of new managers not reporting it, there’s room to grow.
2. It strengthens the leadership pipeline when organisations can’t find enough managers
Many organisations are struggling to recruit or even identify first-time managers:
- 42% of HR professionals report difficulties recruiting/identifying first-time managers
- 36% of identified employees do not wish to take on a managerial position.
Takeaway: mentoring can support earlier development and confidence-building, particularly for people who may be unsure whether management is for them.
3. Mentoring helps close the behavioural skills gap
HR respondents see a clear mismatch between who’s available and what the job requires:
- 68% of HR professionals believe internal candidates often lack the behavioural skills required for managerial roles.
Takeaway: These skills are hard to build through theory alone. Mentoring helps by giving new managers real-world perspective, feedback and helps develop practical judgement.
4. It supports managers under pressure
Being a first-time manager is increasingly time-intensive:
- 67% of first-time managers report their working time is regularly increasing
Takeaway: mentoring acts like a shortcut by providing a space to sense-check decisions, learn from experience and avoid repeat mistakes – saving time and reducing stress.
5. It protects time for people leadership and team development
One of the biggest risks for new managers is that the day job expands, but people leadership gets squeezed.
- 47% of first-time managers say they lack time to support their teams on interpersonal and individual development matters (60% of HR professionals agree).
Takeaway: Mentoring can help managers figure out how to prioritise people leadership, have better conversations, and handle tricky situations faster and with less trial-and-error.
6. Mentoring reduces isolation – a common hidden challenge for first-time managers
The transition into management can be lonely, especially if a manager has shifted from peer to leader.
- 38% of first-time managers mention a sense of managerial isolation.
Takeaway: mentoring provides a trusted sounding board – someone who’s “in your corner” when decisions feel ambiguous, relationships shift or confidence wobbles.
See how mentoring can be used to support manager and leadership development
Download the Cegos report
Hear more about how the Charity Mentoring network could have an impact on your organisation