Building a Successful In-House Leadership Mentorship Program: Insights from Geoffrey Friederich

Introduction: The Leadership Development Challenge

Did you know that organizations with strong leadership development programs are 1.5 times more likely to outperform their competitors? Yet 83% of organizations report they face serious leadership skill gaps, according to recent industry research.[^1][^2]

When companies need to develop leadership talent quickly and effectively, structured mentorship programs stand out as one of the most powerful and cost-effective solutions. These programs not only build capabilities but also drive engagement—creating what Geoffrey Friederich calls the "Hawthorne effect" where simply paying attention to employees significantly improves their performance and retention.

I recently interviewed Geoffrey Friederich, an experienced executive who designed and implemented a highly successful in-house mentorship initiative. His insights provide a roadmap for any organization looking to develop their leadership pipeline through mentorship.

The Purpose: Developing New and Aspiring Leaders

Geoffrey's mentorship program was specifically designed to help new leaders and those aspiring to leadership roles develop the essential skills needed to be effective frontline managers. The program focused on enhancing critical capabilities such as communication and coaching techniques.

"The mentorship program I designed a while back was really around trying to make sure that we get our new leaders, either new leaders that are brand new in leadership roles or people who are aspiring to become leaders, to learn more about what it's like to be frontline managers. So really give them improving capabilities and how to communicate, how to coach their team, a lot of those things."

By targeting both existing new managers and high-potential employees identified as future leaders, the program built both immediate capability and a leadership pipeline for the future.

Creating Buy-In: Setting Clear Expectations

Unlike many organizational initiatives that require extensive lobbying for support, Geoffrey found that his mentorship program was an easy sell. The need was widely recognized throughout the organization, and potential mentees were eager to participate.

"It was an easy sell because there was no selling required. Everybody recognized there was a need. The nice thing about mentorship programs typically is you have a lot of managers or people who are going to be the mentees who want to raise their hand and say, I'm in, I want to do this, I want to learn, I want to improve."

The real challenge wasn't finding participants but ensuring commitment from busy executives who would serve as mentors:

"The harder part is those people you appoint to be mentors. They may say, I'm really busy or I don't have time or I don't want to help or whatever reason it is."

Geoffrey's approach to securing this commitment was straightforward:

1. Set clear expectations from the beginning

2. Establish a formal structure with regular meeting requirements

3. Create a formal application process for both mentors and mentees

4. Provide training before the program launch

This structured approach ensured that everyone entering the program—both mentors and mentees—understood what they were committing to, significantly reducing dropout rates.

Program Structure: A Well-Defined Framework

What set Geoffrey's program apart was its clearly defined structure:

Participant Selection

"We had it structured in a sense of, as I said, new managers, supervised managers, and emerging leaders, people who will, let's say, team leaders identified to take on the next role. And then we said any director and above would become the mentor if they want to participate."

Training and Application Process

"So it was around having a defined structure program. So a lot of times you have mentorship programs that are called more casual. This one was a lot more defined where we actually also had training. We identified people, we said, hey, if you want to be part of this program, you need to participate in this training session to understand what it's about, the commitment we're asking you for. And then you have to apply."

Geoffrey added:

"We said, tell us three things that you think you can offer to help. Maybe you can say, I really know well a lot about a P&L or balance sheet, or I know a lot about how to performance manage somebody... And so we asked the same thing of the mentees to say, what do you want help with?"

Program Duration and Commitment

"You have to meet every week. You have to meet for six months. So it's a continuation of meetings. After three meetings, you have a so-called no-fault divorce."

Geoffrey explained this unique feature:

"Basically, after you've met three times, then both parties can notify me, the person who organized it for the company, to say I'm backing out. And the reason for that was, could be any reason, but ultimately it was if they didn't feel there was a match, either party, they didn't feel like there was a trust established."

![Diagram suggestion: Simple flowchart of the mentorship program process from application to graduation]

Success Story: From Mentee to Mentor

One of the program's most rewarding outcomes came from participants who went through the program and later became mentors themselves. As Geoffrey shared:

"We did have a couple people, two people. They not only did they do well but they also got promoted. They were eager. They were like, 'hey look I'd love to go into this program, I'd love to be a mentor because I want to give back.'"

This cycle of development created a powerful cascade effect within the organization, strengthening the leadership culture from within.

The First Three Meetings: Building the Foundation

Geoffrey identified a specific purpose for each of the first three meetings:

"The first meeting is really more, let's introduce each other. Let's talk about who you are. Tell me about your background, who I am... Number two meeting is more around, let's talk about objectives. What are you trying to accomplish? What do you want to get out of this mentorship program? And then the third is really the beginning, the kickoff of the mentorship relationship."

After these initial meetings, both parties could determine if they had established sufficient trust to continue:

"For a mentor, mentee relationship to work effectively, there has to be a level of trust because otherwise can't be open, you can't help either way. And so we set all of that out at the beginning so people knew what they were getting into."

He further explained why trust is so crucial:

"I've been in mentor relationships where I know it's okay, but the person doesn't completely let go. I know they're holding back. So as I said, if somebody's holding back, it's going to be hard to mentor them or be mentored."

The Mentee's Responsibility

Geoffrey emphasized that the program design placed responsibility on the mentees to drive the relationship:

"We made it very clear. They take the lead, not the mentor. The mentee has to drive it. The mentor is there, available, help, and everything else. So they had to be invested."

While mentors received guidance on how to be effective without overstepping:

"As a mentor, you have to be careful that you don't overstep. So that's why we did some of the training to say, don't tell people what to do always, sometimes, but ask questions that help them think about how to think about their career, how to explore opportunities."

Measuring Success

To evaluate the program's effectiveness, Geoffrey tracked two primary metrics:

"Did the mentee get promoted in a certain amount of time? Now, that doesn't necessarily mean that the reason for the promotion is the mentorship, but it's one way of measuring... The other one is, of course, turnover. People that leave. People were part of the mentorship program. They leave the company."

The results were impressive:

"We were very successful in that sense. We had people that were promoted. Everyone who entered the program stayed, at least for the duration of when we measured, which was the year after."

The program was so successful that they ran it for three consecutive years, eventually reaching most eligible employees in the organization.

Common Pitfalls to Avoid

Based on Geoffrey's experience, here are key challenges to watch out for when implementing your mentorship program:

1. Lack of structure: Without clear guidelines and expectations, commitment wavers and relationships drift.

2. Inadequate matching: Putting people together based solely on availability often leads to poor connections.

3. No training: Assuming people naturally know how to mentor effectively is a recipe for frustration.

4. Inconsistent follow-through: Without accountability, meetings get rescheduled or canceled entirely.

5. Measuring the wrong things: Not establishing clear success metrics makes it impossible to demonstrate value.

Challenges in Today's Environment

When asked how he would implement a mentorship program today, Geoffrey highlighted the challenge of building trust in an increasingly virtual work environment:

"Since the pandemic, ultimately, we know, and even little bit before the pandemic, we know the level of engagement of employees has decreased across the board. And part of it, this is my assumption, doesn't mean it's based on research. Part of it is because there's less of a real connection you have with people."

He elaborated on the unique challenges of virtual mentoring:

"The key is, and I don't have an answer to it, I'm just telling you the biggest challenge will be how do you really build the strong connection with somebody virtually... Sometimes the way the company's structured, you're virtual, it makes it more difficult."

While virtual connections can work, Geoffrey believes there's something special about in-person interactions:

"I'm not saying you can't build trust in this relationship. It's just faster and it's deeper to have it in person."

MENTOR TOOLKIT: Powerful Questions for Effective Mentoring

Great mentors don't just give advice—they ask questions that help mentees develop their own thinking. Geoffrey described a situational leadership approach:

"It was more around situational leadership. When you think about situational leadership and how to ask the right questions and really walk through the scenario. If you're a new hire and an employee comes to you as manager and asks questions, you probably have to tell him what to do and not say 'what do you think?' But as you expand and round out your leadership competency, ultimately, you have an answer, but you want them to be prepared to bring the answer."

Try these question approaches:

• "What specific outcome are you hoping to achieve in this situation?"

• "What approaches have you considered so far?"

• "What's the biggest obstacle you're facing right now?"

• "How would you approach this if you had no constraints?"

• "What would success look like for you in this scenario?"

• "What skills do you think you need to develop to handle similar situations in the future?"

Remember: For newer employees, more direct guidance may be appropriate. As experience grows, shift toward coaching questions that develop independent thinking.

The Rewards of Mentorship

The most gratifying aspects of the program for Geoffrey were seeing the impact both as the program designer and as a mentor himself:

"It was when the mentees came to me and said, I'm learning so much. I really appreciate the program. So it's the feedback, right? That's number one. And number two, I was a mentor to a mentee. And the mentee that I was working with was so appreciative."

His mentee regularly expressed how valuable the relationship was:

"She told me all the time about how great it is to work with me, not just me, but in general to have a relationship like this where she can learn and grow and ask questions, ask questions about, here's what I want to do with my team from a leadership standpoint. What do you think? Does that make sense?"

This positive feedback validated the program's approach:

"This feedback that I received was basically confirming. And in fact, we continued this program for three years, three iterations, three programs. It wasn't just one. We just had one cohort go through it, second one go through it, and another one go through it."

Getting Started: Your Mentorship Program Launch Plan

Ready to implement your own mentorship program? Here's a simple five-step plan to get started:

1. Assess needs and secure leadership buy-in (1-2 weeks)

   • Identify leadership skill gaps in your organization

   • Present a business case focusing on development and retention benefits

   • Secure executive sponsorship

2. Design your program structure (2-3 weeks)

   • Define participant eligibility criteria

   • Create application forms and processes

   • Develop training materials

   • Establish meeting cadence and requirements

3. Recruit and train participants (2-4 weeks)

   • Announce the program company-wide

   • Accept applications and conduct selection if necessary

   • Schedule and deliver training sessions

4. Match mentors and mentees (1 week)

   • Use a systematic approach based on skills, needs, and compatibility

   • Communicate matches and provide initial meeting guidelines

5. Launch and monitor (Ongoing)

   • Provide check-in points at 1, 3, and 6 months

   • Collect feedback for program improvement

   • Track metrics to demonstrate program value

Sample Mentor Application Form

Name: Position: Department: Years of experience in leadership roles:

Why do you want to participate as a mentor? (100 words max)

What three specific skills, knowledge areas, or experiences can you offer to mentees? 1. 2. 3.

Can you commit to meeting with your mentee weekly for six months? Yes/No

Have you been a mentor before? Yes/No (If yes, please describe briefly)

Key Takeaways for Building Your Own Mentorship Program

1. Create a structured framework with clear expectations

2. Require training for both mentors and mentees

3. Implement a formal application process to ensure commitment

4. Focus on building trust between mentors and mentees

5. Establish a mechanism for gracefully ending unsuccessful matches

6. Measure results to demonstrate program value

7. Find ways to build strong connections, especially in virtual environments

Conclusion: The Leadership Development Multiplier

A well-designed mentorship program does more than develop skills—it creates a culture of learning and leadership development throughout your organization. As Geoffrey's experience demonstrates, the benefits extend to both mentees seeking guidance and mentors who find fulfillment in helping others grow.

The initial investment in structure and training pays dividends in both measurable outcomes like promotion rates and retention, and in less tangible but equally important areas like engagement and succession readiness.

As Geoffrey noted about the program's impact: "What I like most is really making an impact. An impact in a sense of influence in the organization, helping employees to increase performance and have the company win. So have a really good collaborative environment where everybody works together for one common goal."

Take action today: Start by assessing your organization's leadership development needs and socializing the concept of a structured mentorship program with key stakeholders. The leadership capabilities your organization needs are already present within your walls—a mentorship program simply unlocks and multiplies them.

About the Expert

Geoffrey Friederich is an experienced global HR executive with a proven track record in leading large HR teams for Fortune 250 companies across diverse industries. Skilled in aligning HR with business goals, driving talent strategy, and navigating M&A integrations. Strong business acumen and a passion for developing future leaders. Leadership coach, collaborative leader who is a practical problem-solver. He has led HR for technology, SaaS, finance, insurance, distribution, and warehousing companies (public & private); extensive experience in M&A, talent strategy, organizational design, coaching, and total rewards; proficient in HRIS systems (Workday, SAP SuccessFactors); established Global Business Solutions and Captive Shared Services operations; and an adjunct Professor with 20 years of experience teaching in the Master’s I/O Psychology Program

References

1. Bersin by Deloitte. (2023). "The State of Leadership Development Report." This study found that organizations with strong leadership development were 1.5 times more likely to outperform competitors on metrics including financial performance, talent retention, and innovation.

2. Development Dimensions International (DDI). (2024). "Global Leadership Forecast." This comprehensive study of over 15,000 leaders from more than 1,500 organizations found that 83% of organizations report facing leadership skill gaps that impact business performance.