If mentoring is to be successful, it must be a priority. But making mentoring a priority, like most things in life, is easier said than done. The process begins with open, honest, and robust conversation that addresses five very specific and critical mentoring questions. This is not a transactional conversation, but an in-depth exploratory discussion that requires the collaborative engagement of key organizational leaders.

What is mentoring? Clarify your definition of mentoring. Put ten people in a room and ask them to define mentoring, and you probably will get ten different definitions. It may surprise you to learn that there are more than 500 definitions of mentoring (many of which describe developmental activities that are similar to, but not truly mentoring). Unless you and your leadership team make time to create a shared definition of mentoring, you will be dealing with differing expectations and experiencing mixed outcomes. It will be difficult to hold people accountable and even more difficult to measure your results.

Is mentoring truly an organizational priority? Make mentoring a priority by investing in and committing time, leadership, and resources. An organization needs to demonstrate that mentoring is a priority by what it says and does. It is important to consider whether or not you are willing to invest meaningful financial and human resources in mentoring. If you are not willing to make it more than a line item, it easily will be discarded when the dollars get tight. Your leaders must walk the talk or mentoring won’t be considered a priority.

What are your specific business reasons for embracing mentoring? Define the business case for mentoring at the outset. Mentoring must clearly be understood as part of your business strategy. Without concrete organizational goals, mentoring is often viewed as another “soft” activity that can easily be reprioritized as new business needs emerge. Which of these business reasons might apply in your organization?

• Supports diversity and promotes inclusion

• Aids in the recruitment process

• Increases talent retention

• Enhances career and leadership development

• Contributes to increased commitment, trust, and collaboration

• Creates a more connected, engaged, and productive workplace

• Strengthens the leadership bench

• Improves leadership and managerial skills

• Enhances employee and career development

• Fast tracks high potentials and high performers

• Improves technical knowledge

• Manages knowledge within the organization

• Perpetuates legacy and tradition

• Enables smooth leadership transition and continuity

• Manages organizational knowledge

In what ways is mentoring tied to your core values and mission? Align your mentoring programs and practices with your organization’s values and mission goals. Alignment creates credibility and momentum. Successful mentoring programs always are tied to something larger than just a program. When mentoring is aligned within an organizational culture, it is not perceived as an add-on to what already is in place, but is part of the organization’s DNA.

Who will own mentoring in your organization? Own ownership! Where there is no shared ownership for mentoring, it is easy to miss the mark. When mentoring is felt, experienced, and perceived as a vested interest and commitment of leadership, that spirit of ownership permeates every level of the organization. Ownership begets ownership, which in turn promotes sustainability.

Leaders go first and put first things first

These five sometimes penetrating and thorny questions often get glossed over just because they are difficult to tackle. Leaders who are willing to create the conversation, put in the work, take the time, and invest in mentoring, demonstrate that mentoring is a priority.

For more on mentoring, check out the free ASTD webcast, Mentoring: What You Need to Know and Do, on June 26 at 1 p.m. ET.