Frequently asked questions

It is a development conversation focused on your actual circumstances.

We may diagnose a problem, define an objective, analyze a concrete situation, review evidence, discuss a decision, provide feedback, or identify something you need to practice.

There is no rigid script for every session. The conversation adapts to whatever can most accelerate your growth at that moment.

No.

Coaching and mentoring overlap, but they are not the same. In mentoring, the mentor's experience, knowledge, and judgment are part of the relationship.

I may share experiences, teach, offer my opinion, recommend paths, and challenge how you think. You remain responsible for your decisions and execution.

EMCC defines mentoring as a learning relationship that involves sharing skills, knowledge, and experience through developmental conversations. EMCC Global

I may recommend what I would do and explain why. I will not make your decisions for you.

My work is to broaden your judgment, confront blind spots, and help you see options and consequences more clearly.

The final decision remains yours.

Probably, yes.

Mentoring does not happen only during our conversation.

Depending on your level and what we are developing, I may propose study, reading, a difficult conversation, a change in behavior, a presentation, a communication exercise, or a concrete action at work.

The more senior you are, the more the work tends to be applied directly in real situations.

There is no fixed number of hours.

It depends on your objective, professional circumstances, and what we are developing.

Some changes require deliberate study. Others happen within the work itself: in a meeting, a decision, a difficult conversation, or by taking on a different responsibility.

What matters is that there is real work between reflection and results.

No.

Promotions, salaries, titles, and company decisions depend on factors that no mentoring engagement can control.

My commitment is to the quality of the process: helping you develop judgment, communication, influence, leadership, and professional behavior until your growth becomes increasingly difficult to ignore.

The goal is not to promise a promotion. It is to help you become far better prepared to earn one.

Yes, for brief questions and points related to the mentoring work.

Messages between sessions are for unblocking something specific or recording an important situation. They do not replace an additional session or imply unlimited availability.

If something requires an extensive conversation, we will take it to the next session.

When it is part of your development, I may review materials selectively and offer my perspective.

This does not mean unlimited execution or specialized review.

For example, I may look at a résumé from the perspective of someone who would hire a technical professional, but I do not sell a specialized recruiting or LinkedIn optimization service.

Presentations, projects, or other materials that require extensive work may need a separate service.

You should be able to observe change.

It may appear in how you communicate, decide, lead, react to problems, receive feedback, take responsibility, or are perceived by the people around you.

My responsibility is to offer high-quality diagnosis, experience, challenge, and feedback.

Your responsibility is to turn that into behavior.

If the mentoring is not producing change, we examine why and adjust the process — including whether continuing still makes sense.

You may end the mentoring engagement.

Billing is monthly with a minimum initial 12-week commitment. After that period, there is no obligation to renew for the following month.

If a paid period is already in progress, the mentoring remains available until the end of that period; payments for periods that have already begun are not automatically refunded.