Finding a Co-Pilot
Co-mentorship, Learning, and the Future of Belonging
Summary
“A mentor is not someone who walks ahead of us to show us how they did it. A mentor walks alongside us to show us what we can do.”
Simon Sinek
We need each other to make progress; change happens one person at a time.
I lead the product community, which requires associations to collaborate deeply, ask hard questions, envision new possibilities, and co-create across boundaries to envision new solutions to tough problems. We create value.
An ideal way of creating new value is to invest in co-mentorship, a powerful way of learning from each other. Co-mentors are co-pilots, friendly partners, or work colleagues looking to grow.
Co-mentorship invites colleagues to work in thinking partnerships to support and extend each other's professional development. Unlike traditional mentoring, co-mentoring does not rely on one colleague having superior knowledge or experience.
The benefits of co-mentorship are manifest: deepened trust, strengthened connections, enhanced learning, and a sustained culture of value creation.
The product community is a product development learning community designed specifically for associations.
Why Co-Mentorship?
“Learning from other people is what music is all about.”
Neil Young
Co-mentorship is an intentional two-way trust relationship between two people that can happen among peers, people with differing status or power, or people from different industries or areas of expertise. The purpose of co-mentorship is mutual growth in which each person is willing to be vulnerable, take risks, and be open to share and be challenged.
Effective co-mentorship pairs are trust relationships based on openness. For it to work, both people need to be:
Open to learning and sharing knowledge.
Open to giving and receiving guidance and feedback.
Open to asking for and offering help.
Open to committing to regularly scheduled, intentional conversations.
Open to being accountable and serving as an accountability partner.
Open to giving and receiving gratitude
Beyond this, there are no rules, but for co-mentorship to work there needs to be a connection, a will, and a commitment to grow. Here are some benefits of co-mentorship within an organizational context that can be easily adapted to individuals who do not work together:
Mutual Learning and Growth – Co-mentorship allows colleagues to learn from each other's diverse perspectives, skills, and experiences, fostering mutual professional development. Neither person is seen as the expert, creating a more egalitarian and collaborative dynamic.
Stronger Relationships – The reciprocal nature of co-mentorship helps build stronger, more trusting relationships between colleagues. This can improve morale, job satisfaction, and a sense of belonging.
Reduced Turnover – By investing in the professional growth of employees through co-mentorship, associations can demonstrate a commitment to staff development. This can lead to increased retention and reduced turnover.
Positive Culture – Co-mentorship programs can contribute to a more collaborative, supportive, and inclusive organizational culture. Colleagues learn to value each other's contributions and perspectives, promoting a spirit of camaraderie.
Adaptability and Innovation – The exchange of ideas and fresh perspectives inherent in co-mentorship can stimulate innovative thinking and help the association adapt to industry changes more effectively.
How do I find a co-mentor? Here are a few things to think about. Utilize the above ‘openness’ criteria and look for someone who is:
Similar, but complementary.
Kind, but willing to challenge.
Independent, but committed.
Divergent, but caring.
Great co-mentorships are committed, trusting relationships. They exist in a groove and shared rhythm. They don’t necessarily need to be transformative as incremental growth can accumulate in ways we can’t realize in the short run. Let’s look at three examples.
Three Examples
“Everything is two things that converge.”
Robert Smithson
Here are three examples of how co-mentorship can be implemented in different contexts in an association: one between people of different levels of experience, one between peers from different areas of expertise, and one between colleagues who work at different organizations.
Co-Mentorship Between a Seasoned Professional and a Young Professional: A seasoned marketing professional with 15 years of experience could partner with a young, early-career marketing coordinator. The co-mentorship relationship could involve:
The seasoned professional shares their expertise in strategic marketing, campaign planning, and stakeholder management.
The young professional provides insights into the latest digital marketing trends, social media best practices, and fresh perspectives on reaching the association's target audience.
Both individuals collaborate on a marketing project, with the seasoned professional guiding the young professional and the young professional challenging the seasoned professional's assumptions.
Regular check-ins to discuss professional development goals, provide feedback, and explore new ideas.
This type of intergenerational co-mentorship can help the young professional accelerate their learning curve, while the seasoned professional gains valuable insights and rejuvenates their own professional outlook.
Co-Mentorship Between Peers from Different Departments: A membership manager and a learning & development specialist within an association could engage in a co-mentorship relationship, such as:
The membership manager shares their expertise in member engagement strategies, data analysis, and managing member relationships.
The learning & development specialist provides insights into the latest trends in adult learning, designing effective educational programs, and leveraging technology for virtual training.
Collaborating on a project to enhance the association's onboarding process for new members, combining their respective areas of knowledge.
Regular meetings to discuss challenges, exchange ideas, and identify opportunities for cross-functional collaboration.
This cross-departmental co-mentorship can foster greater interdepartmental understanding, improve communication, and lead to more holistic solutions for the association's members.
Co-Mentorship between Executive Directors of Different Associations: Two executive directors from different, but related associations could engage in a co-mentorship relationship, such as:
Sharing best practices in areas like strategic planning, financial management, board governance, and advocacy.
Providing an outside perspective on each other's challenges and brainstorming innovative approaches.
Exploring opportunities for collaboration, such as joint events, resource-sharing, or advocacy initiatives.
Offering emotional support and a safe space to discuss the unique pressures of executive leadership.
This type of co-mentorship between executives can help them develop new skills, gain fresh insights, and build a supportive network of peers navigating similar responsibilities and challenges.
By fostering these diverse co-mentorship relationships, associations can unlock the benefits of mutual learning, strengthen organizational culture, and prepare both seasoned and emerging leaders for continued success.
Practical Implementation
“A little boldness in a friend’s work was shared by all.”
Henri Matisse
Like mentorship, co-mentorship should be intentional, but natural. That is, forced pairings typically won’t work. Each person should have a willingness to commit and an ongoing interplay among listening and speaking, learning and sharing, etc. Here is some guidance to get started.
Establish a Co-Mentorship Program – Develop a formal program that pairs colleagues (e.g., based on complementary skills, experience levels, or professional interests) and provides guidelines for the co-mentoring relationship.
Provide Training and Resources – Offer training to help participants understand the co-mentorship model, establish effective communication, and set mutually beneficial goals for their partnerships.
Encourage Organic Pairings – In addition to formal pairings, create opportunities for colleagues to self-identify potential co-mentoring relationships based on shared interests or areas of development.
Facilitate Regular Check-Ins – Implement regular check-in sessions, either one-on-one or in small groups, where co-mentoring pairs can share progress, challenges, and learnings.
Recognize and Celebrate Success – Publicly acknowledge and reward successful co-mentoring relationships to reinforce the value of the program and encourage broader participation.
Gather Feedback and Iterate – Continuously solicit feedback from participants to identify areas for improvement and adjust the co-mentorship program accordingly.
By embracing the principles of co-mentorship, associations can foster a culture of mutual growth, strengthen interpersonal relationships, and enhance overall organizational performance. Doing so, helps us embark on a fulfilling journey that creates and sustains an infectious learning culture.
Creating a Connective Learning Culture
“Let’s be together whatever happens.”
Vincent Van Gogh to his brother Theo
Great products are outcomes of great relationships.
All leaders are multipliers, but there is a choice. Are you a positive multiplier or a negative multiplier? Will you share or hoard? Will you be open to learning or pretend you know it all?
Great leaders are positive multipliers. They celebrate connection, learn serially, listen openly, and lead healthy cultures. Great leaders check their egos at the door; they know that bridge building empowers community.
Co-mentorship is the ultimate in healthy reciprocity. Should we be lucky to find, and sustain a relationship with, a co-pilot we can pay it forward and make the world a better place one person at a time.
I lead the product community; we are a learning community because we believe great relationships help us create the value our members want. Remember, product-led growth fuels connection. Join the product community and flip your destiny.
About the Author
James Young is founder and chief learning officer of the product community®. Jim is an engaging trainer and leading thinker in the worlds of associations, learning communities, and product development. Prior to starting the product community®, Jim served as Chief Learning Officer at both the American College of Chest Physicians and the Society of College and University Planning. Please contact me for a conversation: james@productcommunity.us