As National Productivity Week shines a light on the challenges facing British industry, there is growing consensus that UK businesses are not yet performing at their full potential. While fresh ideas are emerging from government and the private sector, an often-overlooked solution could come in the form of professional mentoring.
A recent report by the Chartered Management Institute indicates that mismanagement accounts for half of the productivity gap between the UK and the United States. Such findings highlight a key question: could widespread adoption of effective mentoring programmes help British companies nurture more competent leaders—and thereby bridge that performance divide?
In the US, 97.5% of Fortune 500 firms already invest in mentoring initiatives, whereas the UK still lags behind. Gary King, founder of Tendo-UK.com and a professional mentor, believes one obstacle is limited awareness of the real benefits:
“Mentoring in the UK is not as widely understood as it is in places like America. Businesses that offer mentorship will support a new generation of leaders, equipping them with invaluable skills that they will pass on to future colleagues.”
Companies typically seek guidance from mentors during periods of high growth or when expansion stalls. According to the Association of Business Mentors (ABM), 65% of leaders who received mentoring saw an increase in revenues, with 64% enjoying higher profits. Mentoring’s advantages extend beyond financial returns: 72% of mentees reported improvements in work-life balance and mental wellbeing.
Georgina Waite, chief executive of the ABM, notes that while over 4,000 professional mentors have been trained, demand often exceeds supply, with a quarter of businesses finding it tougher than anticipated to access qualified mentors. She is encouraging more professionals to consider mentoring as a viable career path:
“For mentors, the work offers flexibility, the chance to make a tangible difference, and strong financial prospects.”
Waite identifies three prime groups well-placed to move into the sector: seasoned professionals approaching retirement, experienced executives in their 40s seeking fresh challenges, and a younger cohort of “reverse mentors” who bring expertise in technology and artificial intelligence.
With digital transformation and robust sales and marketing strategies increasingly in demand, small and medium-sized enterprises are flocking to mentors for guidance. Helm—formerly known as the Supper Club—now offers mentoring to its founder members alongside traditional networking support. Its chief executive, Andreas Adamides, remarks: “Business mentoring is becoming increasingly crucial in the UK, especially given today’s fast-moving and volatile environment.”
Yet, successful mentoring demands more than experience alone. Gary King emphasises humility and the willingness to learn: “You must leave your ego at the door. Continued professional development—and having your own mentor—is vital. It’s only through being challenged yourself that you can deliver genuine value to others.”
Despite concerns that many UK businesses still overlook mentoring, evidence suggests it could play a decisive role in shaping a fresh generation of leaders and boosting Britain’s economic competitiveness.
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Could mentoring be the catalyst for the UK’s next generation of business leaders?