Written by: Hermann du Plessis
Article source: Supplied
“Servant Leaders live to serve, and one of the best ways to serve your people is by having conversations with them that produce growth and develop agency.”
— Lead With Intent, p. 155
Leadership is not only about vision or execution. At its heart, it’s about multiplication—developing others to become who they were meant to be. This is where mentorship and coaching come in. These aren’t corporate trends or HR checkboxes—they are deeply spiritual, humanising practices that empower future leaders, build resilient cultures, and give hope to those stuck between their current skills and their potential.
A COMPANY AT A CROSSROADS
Not long ago, I was invited to consult for a business with 250 highly specialised employees. Their workforce was composed mostly of Baby Boomers (ages 49–63) with decades of deep, technical experience. These were experts in their field—committed, knowledgeable, and highly skilled.
The company had recently recognised a looming problem: very few employees were under the age of 45, and those who were—mostly in their twenties—lacked the practical experience to step into the shoes of the older generation.
The generational divide was stark. The younger employees felt ignored. The Boomers held tightly to their roles, reluctant to mentor. The workplace was stagnating. And with retirement looming for many, hope for the company’s future was fading.
“The company was losing hope for their future because of the problems this dynamic was causing… This was a bleak, hopeless future for them and for the company.”
— Lead With Intent, p. 161
CREATING A CULTURE OF COACHING AND HOPE
Our intervention started by establishing a sense of urgency. We guided HR through John Kotter’s 8-step change management framework. The first step? Helping employees see that transformation was not optional—it was essential.
From there, we built what we called a “guiding coalition”—a group of influencers inside the company whom we coached intensively. We called them the “Meaning Makers.”
These were the pioneers, the mentors-in-waiting, who would help the rest of the company rediscover purpose, bridge generational gaps, and build legacy.
SMALL BEGINNINGS, BIG RIPPLE EFFECT
We began with a voluntary mentorship workshop. About 36 employees attended—an even mix of Boomers and younger staff. The response? Overwhelmingly positive. Attendees asked deep questions, shared real frustrations, and began forming bonds across generational lines.
So we ran another session. This time, 64 employees signed up—and, astonishingly, more Boomers than juniors.
We helped pair mentors and mentees. Coaching sessions followed. Conversations deepened. Mistrust began to melt.
“After four months, more than one-third of the business was involved in the new culture of mentoring.”
— Lead With Intent, p. 164
The executive team took notice. They made a bold move: they revised job descriptions for senior employees, making mentorship a formal part of their role. They even reduced project-based workloads to give Boomers the space to mentor intentionally.
The message was clear: mentorship is no longer optional—it’s our strategy for survival.
COACHING THAT TRANSFORMS
To support those who weren’t ready to mentor, we introduced a coaching framework based on a model we teach called Performance Coaching @ Work. It follows four key steps:
- Assessments – Understanding personality, passion, stress levels, and values
- Building – Identifying strengths and gaps
- Challenges – Naming the obstacles and limiting beliefs
- Development – Creating an action plan and ownership of growth
This simple structure gave leaders at all levels the confidence to coach with purpose. And it gave younger staff clarity, support, and the guidance they’d been longing for.
MENTORSHIP AS A SPIRITUAL RESPONSIBILITY
I often tell leaders: You are a steward of the people under your influence. Just as we are called to shepherd in Scripture, we are called to make disciples—not just in faith, but in practice.
Mentorship is not about showing off your expertise. It’s about serving someone else’s future.
“Servant Leaders help their people identify which beliefs prevent agency… and develop a plan for growth.”
— Lead With Intent, p. 157
This isn’t just good business. It’s good discipleship. It’s what Jesus modelled with His twelve. And it’s what every Christian leader is invited to do today: to walk with others as they discover who they’re called to become.
REAL IMPACT, REAL HOPE
Within a year, most junior employees at the company had mentors. Engagement metrics soared. Teams felt hopeful again. The senior leaders, once hesitant, now found renewed purpose in pouring into others.
Yes, a few left—those who resisted change. But the culture was shifting. Hope had returned.
“Initially coaching and challenging the meaning-makers brought about the impetus we needed to drive the change.”
— Lead With Intent, p. 164
WHY THIS MATTERS IN SOUTH AFRICA (AND BEYOND)
Our country—and our continent—faces complex challenges. We have a young population full of potential, and a senior generation with invaluable wisdom. But without intentional structures of transfer and trust, we risk losing both.
Mentorship is the bridge. Coaching is the path. And Servant Leadership is the posture.
HOW TO START A MENTORSHIP CULTURE IN YOUR TEAM
- Identify meaning-makers
Choose key team members who embody values and vision. - Make mentorship visible
Talk about it in meetings. Celebrate it. Model it. - Offer tools and structure
Don’t assume people know how to mentor—equip them. - Recognise and reward the mentors
Make mentorship part of job descriptions and performance reviews. - Create feedback loops
Regularly check in on the mentor–mentee relationships.
FINAL ENCOURAGEMENT
You don’t need a large company or a big budget to start mentoring. You need intentionality and a heart for growth.
Whether you’re leading a corporate team, a church ministry, or a classroom, mentorship is your ministry. It is your chance to multiply your impact, invest in the next generation, and build something that lasts beyond your time.
So lead with intent. And leave a legacy.
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Date published: 23/06/2025
Feature image: Image for illustrative purposes only.
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