How to move mentoring from a box-ticking activity to a system-wide intervention
Most mentoring fails quietly. Not because the idea was wrong, or the people weren’t committed—but because the structure was missing.
In our work designing and delivering mentoring programmes across 30+ countries, we’ve seen this pattern repeat itself. Funders invest in well-intentioned mentoring elements within broader leadership or entrepreneurship programmes—yet those elements struggle to show impact. Not because mentoring doesn’t work. But because it’s often treated as a side activity rather than a systemic intervention that shapes mindset, leadership, and long-term resilience.
At The Human Edge, we’ve spent 17+ years building mentoring-centred strategies for funders, foundations, and ecosystem builders. What sets our work apart is a practical, EMCC-accredited 7-phase framework that supports the entire mentoring value chain—programme managers, mentors, and mentees.
Below, we break down this framework with real-world examples to show what good mentoring design looks like—and what funders should ask for in any mentoring RFP or programme proposal.
Why Structure Matters: A Mentoring Framework That Works
We’ve designed mentoring initiatives for:
In every case, what delivered impact wasn’t a one-off workshop or an inspirational mentor—it was a clear, end-to-end structure that ensured mentoring was integrated, inclusive, and accountable.
Here’s a closer look at each phase of our 7-phase framework and why it matters.
1. Contextualisation
Why it matters: A mentoring programme that isn’t rooted in its context will always fall short.
Too often, funders import a global model or replicate a past programme in a new geography—without accounting for local culture, business realities, or relational dynamics. In GoRise Tunisia, our initial contextualisation helped uncover that early-stage tech entrepreneurs weren’t just navigating business challenges—they were doing it in isolation.
. The mentoring programme was designed to include group mentoring and community-building components, not just one-to-one relationships.
For funders to ask:
- How has this design been adapted to the specific ecosystem, culture or language context?
- Who was consulted to ensure the structure makes sense locally?
2. Programme Design
Why it matters: A mentoring programme is not just logistics—it’s the container for trust and growth.
Design isn’t only about matching people or setting a calendar. It’s about intentionally creating the conditions for human connection, safety, learning, and mutual accountability. The New Economy Leaders Academy combined one-to-one mentoring with peer learning and reflective spaces—an intentional design choice that enabled 93% of participants to expand their leadership networks. Many also reported increased confidence, clarity, and the ability to engage more systemically in their work.
For funders to ask:
- What design elements enable trust, learning and relationship depth—not just outputs?
3. Stakeholder Preparation
Why it matters: If only one side is prepared, the relationship suffers—and so does the outcome.
It’s a mistake to train mentors but assume mentees will “figure it out.” Or to assume seniority equals mentoring skill. We offer targeted training for all three roles: mentors, mentees, and programme managers. In the Sickle Cell Society youth programme, our on-demand mentor training led to 100% of mentors reporting increased confidence, while mentees gained tools to engage proactively and set goals.
For funders to ask:
- How will both mentors and mentees be prepared to show up effectively in their roles?
- How will my team be prepared to sustain the mentoring programme? (for programme manager training)
4. Matching
Why it matters: Poor matching leads to dropouts, disconnection, and disillusionment.
Matching can’t be random or based purely on technical skills. We match based on values, communication style, experience, and learning needs. In the MAVA Academy, this nuanced matching enabled 93% of mentoring relationships to continue informally post-programme—a powerful sign of relational success.
For funders to ask:
- What matching process is in place—and how are matches supported after pairing?
5. Contracting
Why it matters: Unclear expectations are the number one cause of breakdowns in mentoring.
Contracting isn’t about legal documents. It’s about co-creating clarity—on boundaries, goals, confidentiality, and how to give feedback. In our REMP course, contracting is a major lightbulb moment for programme managers and mentors alike. It sets the tone for empowered, respectful relationships from day one.
For funders to ask:
- How are mentors and mentees supported to set expectations and boundaries together?
6. Relationship Support
Why it matters: Without structured support, relationships can flounder or fade.
Mentoring pairs often go silent, get stuck, or lose momentum. That doesn’t mean the model’s broken—it means they need facilitation, reflection prompts, and coaching. In EBRD Tunisia’s Women in Business programme, our support for programme managers helped maintain engagement across all pairs—and contributed to 100% business survival.
For funders to ask:
- What systems are in place to monitor, troubleshoot and sustain mentoring relationships?
7. Closure & Measurement
Why it matters: Without intentional closure, learning is lost and impact goes unmeasured.
A strong close allows both mentor and mentee to reflect, celebrate progress, and integrate what they’ve learnt. And robust measurement tells you what really changed. In the P4NE Academy, we didn’t just measure programme completion—we measured increases in leadership resilience, network confidence, and clarity of purpose, with 80%+ improvement across all three.
For funders to ask:
- How are outcomes being measured? Do they reflect changes in leadership, confidence, or systems influence?
What Funders Should Require in Mentoring Proposals
When reviewing mentoring elements in a tender or proposal, look for evidence of:
✔️ A structured framework guiding the full mentoring journey
✔️ Training and preparation for all roles (mentors, mentees, managers)
✔️ Evidence of contextual adaptation
✔️ Relational support mechanisms, not just admin support
✔️ Meaningful impact indicators, not just participant counts
✔️ Experience designing mentoring-centred programmes, not just facilitating sessions
Bonus: If you see our 7-phase structure mentioned—you’re in good hands.
Commissioning Mentoring That Delivers
If you’re a funder, donor, or ecosystem support organisation designing a new leadership or entrepreneurship programme—let’s talk.
We offer:
- Strategic advisory on mentoring programme design
- Training for mentors, mentees, and managers
- Curriculum and framework development
- Mentoring audits and measurement strategy
- Implementation support across English, French and Arabic
Get in touch: info@humanedge.org.uk
🔗 Learn more about our REMP course
📘 Download our book: Mentoring Entrepreneurs
Don’t commission mentoring to tick a box.
Commission it to shift a system.