Mentoring should not be a self-service counter. It thrives on being something special – an offering with depth and high standards. If anyone can just 'jump in' without prerequisites, rules, or commitments, they treat mentoring as a mere option. In reality, it is a developmental tool that demands high standards. The key lies in clear rules, visible commitment, and a conscious approach. Learn here how to achieve this without making your program seem unapproachable or elitist.

Why "committed" is better than "open"

An open access to mentors sounds modern and low-threshold – but the reality is often different. Keeping entry to the mentoring program too low-threshold risks undermining commitment. Typical consequences:

• Unclear roles: Expectations remain vague.

• Irregular meetings: Appointments lapse, and commitment is lacking.

• No goal tracking: Progress is not measurable.

• High dropout rate: Relationships end quietly without results.

What is well-intentioned loses depth and effectiveness without clear agreements.

Creating commitment: Access as the first step

A conscious approach serves not as a hurdle, but as a filter for seriousness. It signals: This program is not a walk in the park, but a developmental journey. The following three measures can help make the program and its access more conscious:

1. Application process with reflection questions
   Questions like "What motivates you?" or "How much time can you realistically invest?" help screen participants and simultaneously encourage reflection. This establishes, right at the beginning of the 'mentoring lifecycle,' a minimal filter that, according to experience, has a very significant impact.

   
   

2. No automatic participation

   Ideally, you want to allow everyone interested to participate in the mentoring program. However, as a program manager, you should reserve the right to reject applicants if program quality truly demands it – for example, if commitment is not demonstrated during the application process. Crucially, interested individuals can be invited to the next cohort or individually prepared at any time. This is also part of a sustainable quality standard.

   
   

3. Mentoring agreement before start
   A written agreement specifies: duration, minimum meetings to be held, roles, and consideration. Those who sign show a willingness to take responsibility and are more likely to fulfill their long-term role in the project more sincerely and seriously.

These measures are not undemocratic – they set a respectful framework. Those who participate do so consciously and with full commitment.

Conclusion

Mentoring must not be random. It requires not only enthusiasm but also conscious decisions, commitment, and clear structures. By setting high standards for your programs to be more than a 'nice to have,' you invest in genuine impact.