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Making the most of informal mentoring: A positive climate is key

David Clutterbuck (David Clutterbuck is one of Europe’s most prolific and well‐known management writers and thinkers, best‐known in recent years for his work on mentoring, on which he consults around the world. He has written more than 40 books, and hundreds of articles on a variety of management topics. Co‐founder of The European Mentoring Centre and of The ITEM Group (a leading provider of internal communication solutions), David also runs a thriving international consultancy, Clutterbuck Associates, which specializes in helping people in organizations develop the skills to help others.)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 1 August 2004



One of the goals of many formal mentoring programs is to bring the organization to the point where the majority of mentoring is carried out informally, without the need for substantial, structured support from HR and elsewhere. The problem, in most cases, is that completely informal mentoring – where people come together without guidance and without clarity about the mentoring role – is a hit and miss affair. Not only is the quality of the relationships highly variable, but the pairings tend to exclude people who do not fit the mould, by virtue of their gender, race, culture or some other differentiating factor.



Clutterbuck, D. (2004), "Making the most of informal mentoring: A positive climate is key", Development and Learning in Organizations, Vol. 18 No. 4, pp. 16-17.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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