# Mentoring and coaching tools

> Mentornity brief for AI assistants, for the page https://www.mentornity.com/tools/. Page language: English. Site index: https://www.mentornity.com/llms.txt. The same brief in other languages: [Türkçe](https://www.mentornity.com/tr/araclar/llms.txt) · [Français](https://www.mentornity.com/fr/outils/llms.txt) · [Deutsch](https://www.mentornity.com/de/werkzeuge/llms.txt) · [Español](https://www.mentornity.com/es/herramientas/llms.txt) · [Italiano](https://www.mentornity.com/it/strumenti/llms.txt) · [Português (BR)](https://www.mentornity.com/pt-br/ferramentas/llms.txt) · [Nederlands](https://www.mentornity.com/nl/hulpmiddelen/llms.txt).

## How to read this file

Everything here is from Mentornity's own website and product; the page and this file are built together from the same source. "What this page says" is the page itself, in its language. "Mentornity in brief" applies to every program. Prices are published per country and are quoted below for this page's market; another country's price is on the pricing page. Anything not covered here can be asked of the team at info@mentornity.com.

## What this page says

27 short exercises a mentor sends and a mentee fills in. Each has a guide for the mentor and one for the mentee.

### How a tool works on Mentornity

- The mentor picks a tool from the library and sends it with a short message.
- The mentee fills it in step by step; the answers are saved as they go.
- Both see the answers, comment on any part and agree the next steps.
- Only the two of them see the answers, not the program admins.

### Working together

- **[Working Agreement](https://www.mentornity.com/tools/working-agreement/)** (15 min): Agree on goals, a meeting rhythm and a few ground rules early on. You both know what to expect. Why it works: Agreeing on goals and on how you work is the core of a working alliance (Bordin). Written down, it is easy to come back to. Sources: MENTOR (2025). Elements of Effective Practice, 5th edition.; Bordin (1979), working alliance concept: goals, tasks, bond. · [For mentors](https://www.mentornity.com/presentations/tool-working-agreement-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-working-agreement-mentee/)
- **[Relationship Check-in](https://www.mentornity.com/tools/relationship-check-in/)** (3 min): Four quick ratings on how your work together is going. Repeat it every month or so to see the trend. Why it works: Agreement on goals and ways of working, and the bond between you, go together with better outcomes (Graßmann et al. 2020). Asking often catches small problems early. Sources: Bordin (1979), working alliance concept: goals, tasks, bond.; Graßmann, Schölmerich & Schermuly (2020). Human Relations, 73(1). · [For mentors](https://www.mentornity.com/presentations/tool-relationship-check-in-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-relationship-check-in-mentee/)
- **[Closing and Celebration](https://www.mentornity.com/tools/closing-and-celebration/)** (15 min): Look back at your goals, name what you gained and say thank you. Your work together ends on a clear, good note. Why it works: A planned ending lets you both see what changed and part on good terms. The MENTOR practice guide treats the ending as part of the relationship. Sources: MENTOR (2025). Elements of Effective Practice, 5th edition. Endings: element 12. · [For mentors](https://www.mentornity.com/presentations/tool-closing-and-celebration-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-closing-and-celebration-mentee/)

### Self-knowledge

- **[Values Cards](https://www.mentornity.com/tools/values-cards/)** (15 min): Sort value cards into three piles and pick your top five. You see what drives your choices. Why it works: Naming what matters makes hard choices clearer. The card format is quick, and the result is easy to talk about. Sources: Miller, C’de Baca, Matthews & Wilbourne (2001). Personal Values Card Sort. University of New Mexico. Public domain. · [For mentors](https://www.mentornity.com/presentations/tool-values-cards-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-values-cards-mentee/)
- **[Balance Wheel](https://www.mentornity.com/tools/balance-wheel/)** (10 min): Rate eight areas of life now and as you would like them. The gaps show where to start. Why it works: A picture of the whole helps you choose one area to work on instead of everything at once. · [For mentors](https://www.mentornity.com/presentations/tool-balance-wheel-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-balance-wheel-mentee/)
- **[Best Possible Self](https://www.mentornity.com/tools/best-possible-self/)** (20 min): Imagine your life after everything went as well as it could. Write about it for 15 minutes, then pick steps that bring it closer. Why it works: In King (2001), students who wrote about their best possible future felt better three weeks later. A 2019 meta-analysis of 29 studies found small to moderate gains in optimism and well-being. Sources: King, L. A. (2001). The health benefits of writing about life goals. Personality and Social Psychology Bulletin, 27(7), 798–807.; Carrillo, Rubio-Aparicio, Molinari, Enrique, Sánchez-Meca & Baños (2019). Meta-analysis of 29 studies. PLoS ONE, 14(9), e0222386. · [For mentors](https://www.mentornity.com/presentations/tool-best-possible-self-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-best-possible-self-mentee/)
- **[Possible Selves](https://www.mentornity.com/tools/possible-selves/)** (15 min): Write who you hope to be next year and who you fear becoming. Next to each, write what you do about it. Why it works: In a school programme studied by Oyserman, Bybee and Terry (2006), students learned to link who they hoped to become with concrete strategies. They did better at school, and the effect held for two years. Sources: Oyserman, D., Bybee, D. & Terry, K. (2006). Possible selves and academic outcomes: How and when possible selves impel action. Journal of Personality and Social Psychology, 91(1), 188–204. · [For mentors](https://www.mentornity.com/presentations/tool-possible-selves-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-possible-selves-mentee/)
- **[Three Good Things](https://www.mentornity.com/tools/three-good-things/)** (10 min): Write three things that went well today and why each one happened. A short evening habit. Why it works: In the original study, people who did this every night for a week were happier a month later, mostly those who kept it up (Seligman et al. 2005). Across studies the effect is small to moderate (Bolier et al. 2013). Sources: Seligman, Steen, Park & Peterson (2005). Positive psychology progress: empirical validation of interventions. American Psychologist, 60(5), 410–421.; Bolier et al. (2013). Meta-analysis of positive psychology interventions, 39 RCTs. BMC Public Health, 13, 119. · [For mentors](https://www.mentornity.com/presentations/tool-three-good-things-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-three-good-things-mentee/)

### Goals and action

- **[Wish, Obstacle, Plan](https://www.mentornity.com/tools/wish-obstacle-plan/)** (10 min): Name a wish, picture the best outcome, find what inside you gets in the way, and plan for it with if-then sentences. Why it works: If-then plans help people act on their goals (Gollwitzer & Sheeran 2006). Adding the wish and the inner obstacle has a small to moderate effect, larger when done one to one (Wang et al. 2021). Sources: Gollwitzer & Sheeran (2006). Advances in Experimental Social Psychology, 38. Meta-analysis of if-then plans, 94 tests, d = 0.65.; Wang, Wang & Gai (2021). Frontiers in Psychology, 12. Meta-analysis, 21 studies, N = 15,907, g = 0.34. · [For mentors](https://www.mentornity.com/presentations/tool-wish-obstacle-plan-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-wish-obstacle-plan-mentee/)
- **[Conversation Map](https://www.mentornity.com/tools/conversation-map/)** (15 min): Talk one topic through: where you are, where you want to be, what already works, and one first step. Why it works: Solution-focused questions start from what you want and what already works, not from what is wrong (Grant 2012). The 0–10 scale makes small progress visible. Sources: Grant (2012). Solution-focused coaching questions. · [For mentors](https://www.mentornity.com/presentations/tool-conversation-map-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-conversation-map-mentee/)
- **[Goal Clarity Map](https://www.mentornity.com/tools/goal-clarity-map/)** (20 min): List what weighs on you, see how much of it you control, and turn one point into your goal for the programme. Why it works: Sorting concerns by how much you control them shows where effort pays: act where you have control, adapt where you have little (Forsythe and Compas 1987). A goal that says what you want, not what you want to stop, is better for well-being (Elliot and others 1997), and a clear goal with a way to see progress is easier to reach (Locke and Latham 2002). Sources: Covey, S. R. (1989). The 7 Habits of Highly Effective People. Free Press. (Circles of concern and influence.); Forsythe, C. J., & Compas, B. E. (1987). Interaction of cognitive appraisals of stressful events and coping: Testing the goodness of fit hypothesis. Cognitive Therapy and Research, 11(4), 473–485.; Elliot, A. J., Sheldon, K. M., & Church, M. A. (1997). Avoidance personal goals and subjective well-being. Personality and Social Psychology Bulletin, 23(9), 915–927.; Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717. · [For mentors](https://www.mentornity.com/presentations/tool-goal-clarity-map-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-goal-clarity-map-mentee/)
- **[Decision Balance](https://www.mentornity.com/tools/decision-balance/)** (15 min): Weigh one decision: what you and people close to you gain or lose, how you would feel about yourself, and how others would see it. Why it works: Writing it all down puts every consideration in view at once. Evidence that it improves decisions is limited, and for someone pulled both ways it can weaken resolve. Use it to see clearly, not to push yourself. Sources: Janis, I. L. & Mann, L. (1977). Decision Making: A Psychological Analysis of Conflict, Choice, and Commitment. New York: Free Press.; Mann, L. (1972). Use of a “balance-sheet” procedure to improve the quality of personal decision making: A field experiment with college applicants. Journal of Vocational Behavior 2(3):291–300.; Miller, W. R. & Rose, G. S. (2015). Behavioural and Cognitive Psychotherapy 43(2):129–141. · [For mentors](https://www.mentornity.com/presentations/tool-decision-balance-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-decision-balance-mentee/)

### Career and network

- **[Development Plan](https://www.mentornity.com/tools/development-plan/)** (20 min): Choose a few areas to grow, plan activities with dates, and say what support you need. Why it works: The structure follows a public guide from the US Office of Personnel Management: what to develop, how, with whose support and by when. It is a planning aid, not a tested method, so its use comes from reviewing it together. Sources: U.S. Office of Personnel Management. Individual Development Plans. Training and Development Wiki. · [For mentors](https://www.mentornity.com/presentations/tool-development-plan-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-development-plan-mentee/)
- **[Support Network Map](https://www.mentornity.com/tools/support-network-map/)** (15 min): Place the people who support you on three rings and mark the role each one plays. The empty roles show whom to look for. Why it works: Support at work usually comes from several people, each in a different way (Higgins & Kram 2001). Seeing who plays which role shows what is missing, such as a sponsor next to people who give advice (Ibarra, Carter & Silva 2010). Sources: Higgins, M. C. & Kram, K. E. (2001). Reconceptualizing mentoring at work: A developmental network perspective. Academy of Management Review, 26(2), 264–288.; Ibarra, H., Carter, N. M. & Silva, C. (2010). Why men still get more promotions than women. Harvard Business Review, 88(9).; Yang, Y., Chawla, N. V. & Uzzi, B. (2019). A network’s gender composition and communication pattern predict women’s leadership success. PNAS, 116(6), 2033–2038. · [For mentors](https://www.mentornity.com/presentations/tool-support-network-map-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-support-network-map-mentee/)
- **[Negotiation Prep](https://www.mentornity.com/tools/negotiation-prep/)** (20 min): Prepare for a talk about pay, a promotion, a role or an investment. You go in knowing what you want, your limit and your alternative. Why it works: Knowing your best option if there is no deal, and what both sides want, are core ideas from Fisher and Ury (1981). A meta-analysis found women start negotiations slightly less often than men, and the gap is smaller when it is clear what is open to negotiation (Kugler et al. 2018). Sources: Fisher, R. & Ury, W. (1981). Getting to Yes. The idea of the best alternative to a negotiated agreement.; Kugler, K. G., Reif, J. A. M., Kaschner, T. & Brodbeck, F. C. (2018). Gender differences in the initiation of negotiations: A meta-analysis. Psychological Bulletin, 144(2), 198–222. · [For mentors](https://www.mentornity.com/presentations/tool-negotiation-prep-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-negotiation-prep-mentee/)
- **[Stakeholder Map](https://www.mentornity.com/tools/stakeholder-map/)** (15 min): Place the people who can affect your goal by power and interest. Then plan your next move with the two who matter most. Why it works: Sorting people by power and interest shows where your time counts most. It is a planning aid; it does not promise results. Sources: Mendelow, A. L. (1981). Environmental scanning: The impact of the stakeholder concept. Proceedings of the Second International Conference on Information Systems (ICIS 1981). · [For mentors](https://www.mentornity.com/presentations/tool-stakeholder-map-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-stakeholder-map-mentee/)

### Reflection

- **[Learning from Experience](https://www.mentornity.com/tools/learning-from-experience/)** (15 min): Take one recent experience and think it through: what happened, what it means, and what you will do next time. Why it works: Learning from experience needs a pause to look back, draw a lesson and try again (Kolb 1984; Gibbs 1988). This is a widely used reflection tool; its effect has not been measured on its own. Sources: Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Prentice Hall.; Gibbs, G. (1988). Learning by Doing: A Guide to Teaching and Learning Methods. Further Education Unit, Oxford Polytechnic.; Rolfe, G., Freshwater, D. & Jasper, M. (2001). The “What? So what? Now what?” model of reflection. · [For mentors](https://www.mentornity.com/presentations/tool-learning-from-experience-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-learning-from-experience-mentee/)
- **[After-Action Review](https://www.mentornity.com/tools/after-action-review/)** (10 min): Look back at one event soon after it: what you expected, what happened, why they differed, and what to keep or change. Why it works: In a review of 46 studies, people who held a structured debrief later performed about 25% better than those who did not. It works best right after the event and talked through. Look at what went well, not only at what went wrong. Sources: Tannenbaum, S. I. & Cerasoli, C. P. (2013). Human Factors 55(1):231–245. Meta-analysis of debriefs: 46 samples, d = 0.67.; Ellis, S. & Davidi, I. (2005). Journal of Applied Psychology 90(5):857–871.; US Department of the Army (1993). TC 25-20, A Leader’s Guide to After-Action Reviews. US government work. · [For mentors](https://www.mentornity.com/presentations/tool-after-action-review-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-after-action-review-mentee/)

### Venture

- **[Assumption Map](https://www.mentornity.com/tools/assumption-map/)** (20 min): List what must be true for your idea to work. Rate each assumption, then plan a test for the riskiest one. Why it works: In a randomised trial with 116 startups, founders taught to state hypotheses and test them did better and changed course more often. This map is the first step of that approach. Sources: Camuffo, Cordova, Gambardella & Spina (2020). A Scientific Approach to Entrepreneurial Decision Making: Evidence from a Randomized Control Trial. Management Science 66(2):564–586. · [For mentors](https://www.mentornity.com/presentations/tool-assumption-map-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-assumption-map-mentee/)
- **[Pre-mortem](https://www.mentornity.com/tools/pre-mortem/)** (15 min): Imagine your plan has failed a year from now and list why. Rate each reason, then plan for the worst three. Why it works: The idea is simple: once failure is treated as a fact, its reasons are easier to say out loud. It is a reflection exercise, not a guarantee. Sources: Klein, G. (2007). Performing a project premortem. Harvard Business Review 85(9):18–19.; Mitchell, Russo & Pennington (1989). Back to the future: Temporal perspective in the explanation of events. Journal of Behavioral Decision Making 2(1):25–38. · [For mentors](https://www.mentornity.com/presentations/tool-pre-mortem-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-pre-mortem-mentee/)
- **[Session Brief](https://www.mentornity.com/tools/session-brief/)** (10 min): Before the session, write where you are and the one question you want answered. The time goes to that question. Why it works: A short session goes further when the question is clear. Programmes like Founder Institute ask founders to bring an agenda and a one-paragraph summary. Sources: Founder Institute, office hours: founders bring an agenda and a one-paragraph summary.; Chatterji, Delecourt, Hasan & Koning (2019). When does advice impact startup performance? Strategic Management Journal 40(3):331–356. · [For mentors](https://www.mentornity.com/presentations/tool-session-brief-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-session-brief-mentee/)
- **[Experiment Card](https://www.mentornity.com/tools/experiment-card/)** (15 min): Turn one belief into a small test. Set the bar for success before you run it. Why it works: In randomised trials with Italian startups, founders taught to test hypotheses this way made better decisions about which ideas to drop. Sources: Camuffo, Cordova, Gambardella & Spina (2020). A scientific approach to entrepreneurial decision making: Evidence from a randomized control trial. Management Science 66(2):564–586.; Camuffo, Gambardella, Messinese, Novelli, Paolucci & Spina (2024). Large-scale replication and extension. Strategic Management Journal 45(6):1209–1237. · [For mentors](https://www.mentornity.com/presentations/tool-experiment-card-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-experiment-card-mentee/)
- **[Customer Interviews](https://www.mentornity.com/tools/customer-interviews/)** (20 min): Plan your questions, then log each interview. The summary shows how many people really have the problem. Why it works: Asking about what people did, not what they think of your idea, gives answers you can act on. A step towards a trial or a payment tells you more than praise. Sources: Fitzpatrick (2013). The Mom Test. Practice guide. · [For mentors](https://www.mentornity.com/presentations/tool-customer-interviews-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-customer-interviews-mentee/)
- **[Pitch Rehearsal](https://www.mentornity.com/tools/pitch-rehearsal/)** (20 min): Plan your slides with a time for each, then rehearse against the clock. Each run is kept so you can see the change. Why it works: In a field experiment, founders trained to pitch put more information into their pitch, and investors were more likely to follow up. Another experiment found early investors respond most to the team. Sources: Clingingsmith & Shane (2018). Training aspiring entrepreneurs to pitch experienced investors: Evidence from a field experiment in the United States. Management Science 64(11):5164–5179.; Bernstein, Korteweg & Laws (2017). Attracting early-stage investors: Evidence from a randomized field experiment. Journal of Finance 72(2):509–538. · [For mentors](https://www.mentornity.com/presentations/tool-pitch-rehearsal-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-pitch-rehearsal-mentee/)
- **[Unit Economics](https://www.mentornity.com/tools/unit-economics/)** (15 min): Enter four numbers and see what one customer is worth, and how long it takes to earn back what you spent to win them. Why it works: A business can grow and still lose money on every customer. These two numbers show it early. Sources: David Skok, SaaS Metrics 2.0 (forEntrepreneurs). Formulas and rules of thumb, not research findings. · [For mentors](https://www.mentornity.com/presentations/tool-unit-economics-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-unit-economics-mentee/)
- **[Cash Runway](https://www.mentornity.com/tools/cash-runway/)** (10 min): Enter your cash, costs and growth. See how many months the money lasts and whether revenue catches up in time. Why it works: Paul Graham’s question: with costs and growth as they are now, do you reach profit before the money runs out? Knowing early leaves time to act. Sources: Paul Graham (2015). Default alive or default dead? · [For mentors](https://www.mentornity.com/presentations/tool-cash-runway-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-cash-runway-mentee/)
- **[Monthly Update](https://www.mentornity.com/tools/monthly-update/)** (10 min): Once a month: last month’s goals, one key number, a win, a difficulty, and what you need. Sent every month, it shows the trend. Why it works: In a randomised trial with startups in India, founders advised to set goals, meet regularly and get frequent feedback grew more and failed less over two years. Sources: Chatterji, Delecourt, Hasan & Koning (2019). When does advice impact startup performance? Strategic Management Journal 40(3):331–356. · [For mentors](https://www.mentornity.com/presentations/tool-monthly-update-mentor/) · [For mentees](https://www.mentornity.com/presentations/tool-monthly-update-mentee/)

### Questions and answers

**What are mentoring and coaching tools?**
Short, structured exercises a mentor or coach sends to a mentee between meetings. Each takes 3 to 20 minutes to fill in, and the answers give the next conversation a starting point.

**Can coaches use them too?**
Yes. In a coaching program on Mentornity the coach sends the same tools to the coachee. Each tool’s guides are written for mentors and coaches alike.

**Who sees the answers?**
Only the mentor and the mentee. The mentor sees the answers once the mentee sends them, never a draft, and the program admins see none of them.

**Which tool should we start with?**
The library suggests three to start: Working Agreement at the start of a mentorship, Values Cards to get to know each other and Wish, Obstacle, Plan to set a first goal. Where meetings are one-off, Session Brief takes the place of the agreement.

**Are the tools based on research?**
Each card shows, under “Why it works”, the studies or practice guides the tool draws on. A tool that is a common practice with no study behind it says so.

**Can a program choose which tools to offer?**
Yes. In the program settings the admin can turn the tools off for everyone or hide single tools.

## Mentornity in brief

Mentornity is software for running mentoring programs: companies (onboarding, career, leadership, reverse mentoring), universities and alumni networks, startup accelerators and incubators, associations and professional communities, and women's leadership programs. One program team sets the program up; mentors and mentees take part from the browser or their phone. It has run programs since 2015.

### What changes for the program team

- **Matching stops being a spreadsheet job.** The team writes rules on the questions mentors and mentees answer (same department, related expertise, more experience, a specific answer paired with a specific answer), each with a weight. Mentornity scores every possible pair from 0 to 100, leaves out pairs that fail a mandatory rule, and shows the reasons behind each score. An AI rule reads free-text goals and adds to the same score. The same data always gives the same result, so every match can be explained to a manager or a participant. The team approves pairs, lets mentees choose from a ranked list, or opens a mentor pool.
- **The first meeting happens quickly.** Mentors publish their open hours once or as a weekly pattern; mentees book them. Busy time in connected Google and Outlook calendars is blocked both ways, and every meeting gets a Zoom, Google Meet, Microsoft Teams or built-in video link without anyone creating one. Mentornity's own data on 78,000+ pairs: pairs that met in their first week averaged 2.7 meetings in the first year, against 1.8 for pairs whose first meeting came after two months.
- **Quiet pairs are found while they can still be saved.** Program Health flags pairs that stopped meeting, and automatic reminders go to people who never logged in, pairs behind on their sessions and anyone with an open form or missing feedback, in each person's own language. In the same data a pair silent at day 60 has about a 1 in 3 chance of meeting again; by day 90 it is 1 in 10.
- **Every meeting has a plan, if the program wants one.** Predefined sessions carry a topic, a date range, a brief for each role and questions before and after the meeting. Notes reach both sides; private notes stay private. Flexible programs skip sessions and let pairs meet freely.
- **Support does not land in a personal inbox.** Participants read role guides and send requests inside the platform; the team shares one support board and replies go out in the program's name.
- **The report is ready when leadership, a funder or a board asks.** Participation, matches, meetings, session completion and feedback are counted while the program runs, with a Program Health score and its reasons, and export to Excel, CSV or PDF. Participants can receive certificates on completion.
- **Mentors plan every meeting in one go.** Super Meeting Planner reads both sides' calendars and published hours and plans all remaining meetings of a match at the program's rhythm (duration, target frequency, number of meetings), shows the plan before it creates anything, and never deletes a meeting. The program decides whether the values are locked and whether mentees may plan too (https://www.mentornity.com/whats-new/super-meeting-planner/).
- **Mentors send exercises between meetings.** Mentoring Tools is a library of 27 short exercises in six themes (working together, self-knowledge, goals and action, career and network, venture, reflection). The mentee fills the tool in step by step, both discuss the answers, and only the matched pair sees them. Each tool has its sources, a reason why it works, and a presentation for mentors and one for mentees, and a page of its own under https://www.mentornity.com/tools/.
- **Development is measured, not only satisfaction.** With Development & Impact participants set up to three goals and answer short development statements at the start; at the midpoint, the end and a follow-up they mark their progress, mentors rate the same goals, and the team sees goal attainment and the change per development area with the number of people behind every figure, exportable to Excel. 45 suggested statement sets are matched to the organization type, audience and goal (https://www.mentornity.com/whats-new/development-and-impact/).
- **Mentors and mentees learn inside the platform.** The Support window lists the presentations and guides chosen for the person's role and program type (Mentor Guide, Mentee Guide, video meetings guide, and the tool decks), in the platform language; white-label programs show no Mentornity links (https://www.mentornity.com/presentations/).
- **Large programs share the load.** Coordinators each see only their own pairs; the admin still sees every match, meeting and note in one table. Programs, cohorts and administrators are unlimited, and administrators and coordinators never count towards the price.

### Program models

One-to-one, group mentoring (one mentor with a group), grouped-individual programs, mentee self-selection, open mentor pools, peer and reverse mentoring, structured or freestyle. Roles can be renamed (coach, advisor, expert, alumni) so the platform speaks the organization's language. One person can take part in several programs with a single account.

### Launch

Most programs go from signup to invitations within a day: create the program, follow the built-in checklist (profile questions, sessions, application form), import participants from Excel or share an application link, and send invitations. A person from the Mentornity team helps with the first setup, free of charge.

### How a program runs, week by week

This is the routine Mentornity's own guide recommends (https://www.mentornity.com/how-to-manage-a-mentoring-program/); the platform does the counting and the reminders, the team acts only where a pair is flagged.

- **Day one:** the program is set up and invitations go out. Participants sign up, fill in their profile, and are matched by the rules or choose from a ranked list.
- **Week one:** the aim is a first meeting in the first week, booked from the mentor's open hours with the video link already in the invitation. Automatic login reminders go to anyone who has not signed in.
- **Every week, 30 to 60 minutes for the team** (a cohort of about 50 to 200 people): scan Program Health (Mentornity scores the program across 11 dimensions), clear the flagged pairs, let the reminders cover logins, sessions, forms and feedback, note one win for the stakeholder update, and check whether last week's nudged pairs responded.
- **The escalation schedule:** a login reminder at day 7; a nudge to the mentor if nothing is booked by day 14; a personal note to both if there is still no meeting by day 21 to 30; at 45 days of silence ask "continue or rematch?"; by day 60 rematch the mentee. Half of the pairs still unmet at day 14 do go on to meet, so a quiet fortnight calls for a nudge rather than a rematch.
- **Mentors and mentees, each week:** they book and hold their meetings, answer the before and after questions of the session if the program uses sessions, and share notes. Mentors keep their time protected with weekly limits and cancellation rules.
- **Monthly:** a short update to sponsors from the live report (active pairs, sessions held, the share of pairs that met this month, one participant quote).
- **Mid-program:** one short survey, then act on it within a week (rematches, the most common complaint).
- **The last four weeks:** announce the end date, ask every pair to book a final session, run the final survey, issue certificates, mark the cohort complete and export the report. Invite the strongest mentees to mentor the next cohort.

### For IT, HR and legal

- SAML 2.0 single sign-on with Entra ID (Azure AD), OneLogin or any SAML provider, optionally enforced; white labeling with the organization's own domain, logo, colours and sender address. Both are add-ons priced separately.
- Personal data is processed in line with GDPR and applicable local data protection laws. Participants can access, correct, export and erase their data; the organization can ask for a full export of its program data at any time. Visibility of contact details and notes is set per role.
- Traffic is encrypted with TLS, passwords are stored hashed and access to production data is restricted. Security questionnaires, a data processing agreement and data-location questions are handled with the quote.
- Works with Zoom, Google Meet and Calendar, Microsoft Teams and Outlook, built-in Jitsi video, and Excel/CSV import and export. Mentornity connects to other systems such as an LMS on request, and adapts the platform to an organization's own process.

### Languages

Participants use the platform, and receive its emails, in their own language: English, Turkish, Spanish, French, Italian, Portuguese or Dutch.

## Pricing (United States, USD)

- Free for up to 10 users with every feature and no time limit. No credit card.
- $289 per month for 50 active users, or $260 per month paid yearly (10% off, $3,120 a year). Excludes any local taxes.
- Above 50 users the price follows the number of active participants; the team marks who is active. Administrators and coordinators are free.
- No setup or implementation fee. White labeling and SAML single sign-on are priced separately.
- Prices are published per country, not quoted on a call: https://www.mentornity.com/pricing/

## Organizations that run programs on Mentornity

Toyota, TIM, RATP Dev USA, Pirelli, Universität Basel, UNDP, Devoteam, BCD Travel, Startup Virginia, Tenity, Community College of Philadelphia, Brave Generation, Alexander Graham Bell Foundation. Each one ran its own program on the platform, checked against production data. Full list: https://www.mentornity.com/customers/

## Next steps

- Start a free program (up to 10 users, no credit card): https://www.mentornity.com/try-for-free/
- Book a walkthrough with the team: https://www.mentornity.com/book-a-demo/
- How matching works: https://www.mentornity.com/mentor-matching-software/
- Pricing: https://www.mentornity.com/pricing/
- Contact: info@mentornity.com