
Want Better Managers Faster? Try Mentoring Like the Military
Leadership isn’t born in a boardroom; it’s forged in the mess, the barracks, and the “you’ve-got-30-seconds-to-decide” moments that define military life-and that same discipline can supercharge how we mentor at work today. The question is: are we treating mentorship as a nice-to-have…or as a mission-critical leadership system?
Developing Leadership through Structured Mentorship
Picture a new lieutenant on day one: they’re not just handed a manual and wished good luck—they’re plugged into a clear chain of mentorship that treats their development as a shared responsibility, not an accident. Military mentorship is deliberately structured, but flexible enough to adapt to each person’s strengths, struggles, and future roles.
Key elements that translate directly to corporate life:
Defined mentor roles: Senior leaders are explicitly expected—and evaluated—on how they develop others, not just on mission metrics.
Early identification of potential: Mentors watch for initiative, resilience, and teamwork long before formal promotion windows.
Regular, scheduled feedback: Performance conversations are frequent, specific, and tied to real decisions, not vague annual reviews.
This kind of structure isn’t about bureaucracy; it’s about making sure promising people don’t slip through the cracks just because they’re quiet, new, or from an underrepresented background.
Coaching Techniques that Actually Change Behavior
Military coaching is unapologetically practical: no buzzwords, just “Here’s the scenario. What do you do?” followed by real-time critique.
Common techniques you can steal tomorrow:
Scenario drills: Leaders rehearse difficult conversations, ethical dilemmas, and high-pressure decisions in low-risk environments.
After-action reviews: After a project or “mission,” teams ask: What was supposed to happen? What actually happened? Why? What will we do differently next time?
Peer leadership rotations: Junior people lead small teams on short, real tasks so they can try, fail, and improve under a mentor’s eye.
A field experiment on mentoring and leader efficacy found that targeted, one-on-one mentoring boosted leadership confidence and performance more than traditional classroom leadership training. That’s a strong signal: the most powerful development doesn’t happen in a lecture—it happens in guided, messy practice.
From Barracks to Boardroom: What to Borrow
Corporate mentoring often starts with good intentions and ends with two people awkwardly chatting once a quarter. The military shows what happens when mentorship is treated like a system, not a side project.
Here’s how the core ideas line up:
Military mentorship is formal and structured, not ad hoc, with clear expectations for senior leaders to develop junior personnel.
Coaching relies on real-world scenarios, simulations, and role-playing to build critical thinking, problem-solving, and teamwork.
Regular feedback sessions are used to assess performance, give constructive criticism, and reinforce accountability.
Personal development plans include specific goals, timelines, and metrics, and they are revisited and adjusted over time.
Documentation (logs of sessions, goals, and outcomes) helps track growth and creates a record that supports evaluations and promotions.
Psychological safety and trust are central, making it safer to take risks, admit mistakes, and learn openly.
Corporate programs can adapt these elements—structured feedback, experiential learning, and documentation—to create more effective, scalable leadership development.
Psychological Safety, Trust, and Inclusive Mentoring
One of the most powerful (and often invisible) parts of military mentorship is psychological safety: the sense that you can speak up, make a call, or admit a mistake without being personally attacked. That safety is what makes hard feedback possible instead of paralyzing.
Research on workplace mentoring shows:
Mentoring can measurably boost psychological safety by giving people a trusted, confidential sounding board.
Positive mentoring relationships increase perceived organizational support, which is strongly linked to performance and retention.
For underrepresented groups, inclusive mentoring can be the difference between “I survived” and “I advanced.”
A relatable example: a junior analyst botches a high-visibility deck. In a low-safety culture, they get publicly embarrassed and go quiet next quarter. In a mentoring culture, their mentor walks the deck with them, dissects what went wrong, helps them re-present it—and the analyst walks away more confident, not less.
Practical ways to build this into your mentoring:
Open with expectations: “My job is to help you grow, and that includes honest feedback—and your job is to tell me what’s actually going on.”
Ask twice as much as you tell: Questions like “What options did you see?” and “What would you try differently?” trigger reflection instead of defensiveness.
Protect in public, challenge in private: Disagree behind closed doors; defend effort and learning in front of others.
Documentation and Reflection: Turning Mentoring into a Career Engine
The military is relentless about documentation: training logs, evaluation reports, promotion packets—all backed by evidence. It’s not just bureaucracy; it’s a living record of growth.
Well-run corporate programs are catching on:
Military studies show that self-development and mentorship together are linked to better moral judgment and professional growth.
Reflective practice—deliberately analyzing experience—has been shown to strengthen leadership development.
High-performing corporate mentoring programs now tie mentoring data to promotion, retention, and leadership pipeline metrics.
If you’re a mentor, here’s an easy, non-bureaucratic template to use every month:
What we focused on (decisions, projects, skills).
What went well and why.
What was hard and how we’ll tackle it next time.
One concrete action before our next meeting.
If you’re a mentee, keep a simple “Leadership Log”:
One page per month, three bullets:
A decision I made or influenced.
What I learned about myself.
One behavior I’ll experiment with next.
Over time this becomes your personal leadership portfolio—gold when you’re interviewing, writing self-reviews, or lobbying for that next big role.
Tactical Playbook: What You Can Do This Quarter
Whether you’re leading a department or starting your first job, you can apply military-grade mentorship in very human, very doable ways.
For senior leaders and managers:
Treat mentorship as part of your job description, not charity. Block recurring time for 2–3 mentees and protect it as fiercely as any key meeting.
Build “training lanes”: low-risk stretch assignments where people can lead a piece of work while you shadow and debrief afterward.
Run mini after-action reviews after big launches or failures; capture 3 lessons and one new rule of thumb for next time.
Make mentoring visible: talk about your own mentors, sponsor promising people into rooms they’re not normally in, and tie mentoring outcomes to performance discussions.
For early-career professionals:
Don’t wait to be picked. Identify 2–3 people you admire and ask for short, specific mentoring conversations (“Can we talk for 20 minutes about how you navigated your first promotion?”).
Come prepared: send 2–3 questions in advance and one decision you’re wrestling with. That turns a coffee chat into a coaching session.
Ask for reps, not titles: look for chances to lead a meeting, draft the first version of a strategy, or coordinate a small project.
Start your Leadership Log now; 6–12 months from today, you will be very glad you did.
For HR and L&D teams:
Define success up front: promotion rates into leadership, retention, engagement scores, or time-to-ramp for new managers.
Train mentors in active listening, feedback, and psychological safety; don’t assume “good at their job” equals “good at developing people.”
Use light-weight platforms or templates to track goals, sessions, and outcomes instead of letting mentoring live in email and memory.
The military has long known that you don’t rise to the occasion—you fall to the level of your training and your mentors. The same is true in your career: the future of your leadership won’t be built by policies; it will be built conversation by conversation, debrief by debrief, log entry by log entry.
So here’s the ball, on your side of the court: in the next seven days, who will you ask to mentor you—or who will you commit to mentoring—and what is the first concrete, structured step you’ll take together?
References
Allen, Tammy D., and Lillian T. Eby, eds. The Blackwell Handbook of Mentoring: A Multiple Perspectives Approach. Chichester: John Wiley & Sons, 2010.
Baranik, Lisa E., and Lisa M. Eby. “Why Does Mentoring Work? The Role of Perceived Organizational Support.” Journal of Vocational Behavior 91 (2016): 1–10.
Clutterbuck, David, and Kirsten M. Poulsen. Developing Successful Diversity Mentoring Programmes: An International Casebook. New York: McGraw-Hill, 2012.
Hale, Jack. “Reflective Practice in Military Leadership Development.” Academy of Management Learning & Education 12, no. 4 (2013): 569–86.
Hoffman, Edward. “Building a Leadership Development Program: A Competency-Based Approach.” Public Personnel Management 31, no. 4 (2002): 487–500.
Mentorink. “Mentoring Statistics 2026: Tomorrow’s Blueprint.” November 4, 2024.
MentorcliQ. “40+ Definitive Mentorship Statistics and Research for 2026.” February 1, 2024.
Qooper. “10 Successful Mentoring Program Examples: Real Outcomes from Real Companies.” April 12, 2026.
Willbanks, James H. “Mentoring the Next Generation of Army Leaders.” Military Review (September–October 2010).
Xu, Chen, and John Hickey. “Cadet Mentoring Program: Best Practices for Success.” Journal of Military Leadership 2022.
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Candidates must initiate the process with NTN who will provide scores to Fullerton Human Resources for review. For assistance with the submission of NTN test scores, candidates must contact NTN. Test score submissions must be dated within one year of your application submission date. It is also important to note that applicants should not submit their application until they have all the required and valid documentation available to attach. Candidates who are successful in passing the application review and submission of a passing test score, as indicated above, will be invited to our Physical Ability Test (PAT)*. The components of our PAT are: Push-ups (minimum of five (5) must be completed within 2:00 minutes). 440-yard run (must be completed within 2:22 minutes or better). Obstacle course, including scaling a 6-foot solid wall (must be completed within 1:10 minutes or better). Body drag of 32 feet (must be completed within 0:31 seconds or better). 1.5-mile run (must be completed within 15:00 minutes or better). The PAT score is based on the time or the number of repetitions completed. Candidates who do not complete a PAT component within the set minimum time or do not achieve the minimum score will be disqualified. Oral Interviews* - Candidates who pass the PAT will be interviewed on site by staff members of the Fullerton Police Department. * The City reserves the right to revise any portion of the examination process, including PAT components and/or minimum times or repetitions. Candidates will be notified of any changes before the related examination process/step. If you have any questions regarding preparation for the PAT and/or Oral Interview please contact the recruiting officer, Corporal Dominguez, at edominguez@fullertonpd.org. For more information about the Fullerton Police Department - click here. Additional Information: Current City of Fullerton employees may be given preference during the testing and/or selection process. Applicants who do not fully complete the application or follow instructions provided in this posting, who do not submit a passing T-score or have not arranged for NTN to provide us their score at the time of application, who do not self-schedule or are a no-show/no-call during any part of this examination process will be disqualified, which may also result in disqualification from future recruitments. If an applicant is disqualified from the recruitment process, they may reapply after 60 days. Applicants considered for appointment as a Police Officer Trainee will be subject to an extensive and in-depth background investigation including a polygraph examination. All employment offers, including appointment offers to City of Fullerton employees, are conditional based upon the successful completion of a medical examination performed by the City's designated physician, at City expense. Medical exams are administered to assess an individual's ability to perform the physical requirements of this position. In addition, City of Fullerton employees appointed to safety-sensitive classifications, and all new hires, will undergo a drug screen. All new hires, including non-regular City of Fullerton employees appointed to D.O.T, will serve a six-month probationary period. California Government Code §3100 – 3109 requires that all public employees are to be declared disaster service workers and shall take and subscribe to the related oath or affirmation as required. The provisions of this bulletin do not constitute an expressed or implied contract. Any provision contained in this bulletin may be modified or revoked without notice. The City of Fullerton is an equal opportunity employer and does not discriminate on the basis of race, color, gender, age, ancestry, national origin, political or religious affiliation, sexual orientation, marital status, other non-job related physical or mental disability, medical condition, or other functional limitation in employment or the provision of service.
ABOUT THE ROLE This position involves teaching academic classes to an adult incarcerated population in a secure correctional setting. The role requires utilizing research-based practices to deliver specialized instruction in subjects such as Adult Basic Education (ABE), English as a Second Language (ESL), Pre-Adult Secondary Education (PreASE), and Adult Secondary Education (ASE), while collaborating with the Education Division and administration staff. KEY RESPONSIBILITIES - Teach departmentalized academic classes including Reading, Language, Mathematics, Science, and Social Studies - Complete daily student attendance and update incarcerated individual case plans, including awarding Earned Good Time and completing monthly performance ratings - Administer standardized testing, including TABE, TABE CLAS-E, HiSET, and HiSET qualifying exams - Maintain incarcerated individual education files, performing monthly purges and updating documentation as needed - Identify, recruit, and schedule incarcerated individuals for academic testing and appropriate educational programming - Address Case Plan referrals to academic and vocational programming within 30 days - Complete 40 hours of required training within the fiscal year and maintain a current teaching license - Report security-related matters promptly and manage the classroom consistent with institutional rules and regulations MINIMUM QUALIFICATIONS - Bachelor's Degree - Knowledge of principles, methods, and practices in adult education - Working knowledge of educational tests and assessments - Experience teaching content such as ABE, ESL, PreASE, and/or ASE - Experience teaching adult learners and ability to work effectively with incarcerated individuals, teaching staff, and administration SPECIAL REQUIREMENTS - Possession of an appropriate Teacher's Certificate issued by the Massachusetts Department of Elementary and Secondary Education - Must have no felony convictions, including actions defined in 5 U.S.C. 301, U.S.C. 509, 510, and 42 U.S.C. 15601-15609 - Must not have engaged in sexual abuse in a prison or institution, or been convicted of sexual activity facilitated by force, coercion, or lack of consent - May be expected to work evening hours as operationally necessary - Bilingual applicants are strongly encouraged to apply - This position is not eligible for a hybrid work schedule SELECTION PROCESS 1. First consideration will be given to applicants who apply within the first 14 days of the job posting 2. Applications will be evaluated based on the candidate's education, experience, and alignment with the minimum and special requirements 3. Background checks and credential verifications will be conducted prior to hiring HOW TO APPLY 1. Submit an application through the official Commonwealth of Massachusetts employment portal 2. Ensure all relevant experience, education, and certifications are clearly documented in the application 3. Apply promptly to receive first consideration within the initial 14-day window EMPLOYMENT DETAILS - Job Type: Full-time - Employer: Department of Correction, Commonwealth of Massachusetts - Location: Massachusetts Treatment Center, 30 Admin Road, Bridgewater, MA - Official Title: Teacher (C) - Number of Openings: 1 - Shift: Day - Bargaining Unit: 10-SEIU Local 509 - Education - Job Posting Date: May 15, 2026
ABOUT THE ROLE This is a limited-duration project position funded through at least June 30, 2027, within the Finance Division of the Washington State Liquor and Cannabis Board (WSLCB). The role serves as a high-level readiness trainer to support the agency's transition from the legacy Agency Financial Reporting System (AFRS) to the One Washington (OneWA) Workday ERP platform. It bridges technical configuration and business operations, overseeing critical testing efforts and preparing staff for the Go-Live phase. The position offers a hybrid work environment, requiring at least two days a week at the Olympia office. KEY RESPONSIBILITIES - Lead the planning, assessment, development, and delivery of enterprise-wide training strategies for the Workday transition. - Collaborate with subject matter experts to translate complex technical and business processes into clear, role-based training content. - Evaluate current staff knowledge to identify gaps and establish SMART learning objectives. - Analyze business requirements, user stories, and design documents to ensure testing solutions meet functional needs. - Provide regular updates on training progress, escalate roadblocks, and develop contingency plans to mitigate risks. - Design and develop accessible training materials, including manuals, job aids, quick reference guides, and Standard Operating Procedures. - Create practical training scenarios and lead engaging virtual and in-person training sessions. - Track agency readiness levels through surveys and pulse checks in collaboration with the OneWA Project Liaison. - Manage training logistics, scheduling, and offer one-on-one mentoring to build learner confidence. MINIMUM QUALIFICATIONS - Four years of combined relevant professional experience and education in business administration, public administration, law, or a related field, AND four years of experience conducting research and analyzing policies or regulations. - OR four years of relevant professional experience in areas such as Public Sector Accounting (SAAM), ERP training and testing, testing data integrity, defect management, business process analysis, statewide accounting systems (AFRS, CAMS), chart of accounts, and general ledger reconciliation. - Competencies including accountability, clear communication, service focus, adaptability, relationship building, trust and integrity, workload management, and a commitment to diversity, equity, and inclusion. - Equity competencies demonstrating the ability to take action to learn, grow, and empathetically meet the needs of others. SPECIAL REQUIREMENTS - Must comply with RCW 66.08.080 and RCW 69.50.351, prohibiting any direct or indirect interest, profit, or remuneration from the manufacture, sale, or processing of liquor or cannabis. - Must successfully pass a background check, including criminal record history, prior to being hired. SELECTION PROCESS - The first review of applications is August 28, 2026, with a submission deadline of August 27, 2026. - The hiring authority reserves the right to make a hiring decision at any time. - Application materials must strictly support the answers provided in the supplemental questionnaire; unsupported responses will result in disqualification. - A background check will be conducted prior to a new hire to determine suitability and competence. HOW TO APPLY - Submit a completed online application via the State of Washington careers portal. - Attach a current resume, noting that it does not substitute for completing the work experience section of the application. - Include a Letter of Interest describing how you meet the specific qualifications for the position. - Provide three professional references, including a current or recent supervisor, complete with email addresses and phone numbers. - For questions or to request reasonable accommodation, email hrjobs@lcb.wa.gov or call (360) 664.1674. TTY users can call the Washington Relay Service at 7-1-1. EMPLOYMENT DETAILS - Location: Thurston County - Olympia, WA - Job Type: Project (limited duration) - Remote Employment: Flexible/Hybrid (minimum 2 days/week in office) - Department: Liquor and Cannabis Board, Finance Division - Job Number: 2026-P4074-06649 - Opening Date: 08/14/2026 - Employer: State of Washington - Benefits: Comprehensive medical, dental, and vision insurance, paid leave and holidays, tuition waiver and reimbursement, employee assistance program, wellness program, onsite exercise facility, and the Infants at Work Program.





