The Mentoring Code of Conduct: Do You Need It?

Joining a mentoring program as a mentor or mentee can sometimes be daunting. Early career professionals may be thinking, “What is mentoring, exactly?” or “How am I supposed to act in a mentoring relationship?”

Mentors, too, can enter the mentorship program with hesitations and insecurities. They may not be sure about the role of a mentor, or if they have the qualities of a good mentor. 

Enter the mentoring Code of Conduct.

The Code of Conduct provides guidelines for the behavior of both the mentor and mentee, which can give both parties more confidence and a clear understanding of what is permitted and what isn’t. In addition, both the mentor and the mentee may face ethical dilemmas during the course of the relationship for which there are no clear-cut answers.

Having a Code of Conduct can provide mentoring program participants with principles to follow and consider when they are faced with these dilemmas. 

If you’re planning on launching a professional mentorship program, consider establishing a mentoring code of conduct. It could potentially ward off problems down the road. Here are some topics that your mentoring code of conduct should address:

1. Confidentiality.
   Part of what makes mentoring effective is the creation of a “safe space” for the mentee to try out different ideas and share concerns. If this safe space is violated, perhaps by the mentor sharing personal information of the mentee with others, the entire relationship will be undermined and not likely to recover.

   Asking both parties to adhere to a confidentiality agreement will help protect the safe space and make the mentee feel more comfortable in the relationship

2. Conflicts of interest.
   A general rule in mentoring is that the mentor should be two levels in the organizational hierarchy above the mentee. Because of this, the mentor generally has a degree of power over the mentee, or at the very least, the mentor likely has more political clout and influence than the mentee. Mentors should yield this power responsibly and not use the relationship for their own ends, such as to further their own career or financial interest.

   Similarly, a conflict of interest could arise when the mentee shares something with the mentor which directly affects the mentor’s career. If this is the case, the mentor should immediately address that with the mentee or program administrator. As a result, any conflicts of interest should be raised with the mentoring program administrator. 

   

3. Displaying integrity.
   At its essence, integrity is about doing what one says they are going to do. An integrity clause makes it clear that mentors and mentees are expected to show up to their meetings as planned, generally be available for communication, and follow through on other commitments related to the mentoring program. 
4. Boundary management.
   Mentoring relationships are based on “chemistry” between the mentee and the mentor, and it’s natural for a friendship to develop or deepen over time. However, acting on any sexual or romantic feelings is a boundary violation and will undermine the purpose of the mentoring relationship.

   Professional boundaries should be maintained throughout the entire mentoring program. Because of the power differential, mentors should be especially cognizant of these boundaries. 

5. Respecting others.
   If one of the goals of the mentoring program is to increase diversity in the organization, it’s likely that mentor and mentee pairs will come from different backgrounds. In these situations, demonstrating respect for others is especially important. Communication should be professional, and not be obscene or offensive.  Mentors and mentee should approach situations with sensitivity, and listen while withholding judgment. 
   
6. Mentors will understand and adhere to their personal limitations.

   While mentors can provide insight and a different perspective for the mentee, they should know their area of expertise and limit themselves accordingly. It’s generally frowned upon for mentors to give direct advice to mentees, and it’s particularly verboten for the mentor to give medical, therapeutic or legal advice to the mentee when they aren’t certified to do so.

7. A duty to report conduct violations.
   Including a clause that details each person’s responsibility to report any ethical breaches or conduct violations (with instructions on how to do so) can help ensure that the mentoring program adheres to high professional and ethical standards.

   Without a duty to report clause, it isn’t clear what individuals should do if they witness a conduct violation, and as a result they can sometimes be swept under the rug. Stating that each member has a duty to report violations can make it easier for individuals to report if they do encounter such a situation. 

Your mentoring program’s code of conduct should be customized to fit your program’s goals and the organization’s values. Implementing one in your professional mentorship program will help all of your mentors and mentees have a consistent, highly professional and meaningful experience, as well as saving your mentoring program administrator some headaches down the road. 

Interested in being a certified mentor or mentoring program administrator?

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