The Futures of Artificial Intelligence in Coaching and Mentoring


Artificial Intelligence (AI) has permeated every facet of our lives, transforming the way we work, communicate, and even learn. One area where AI is poised to make a significant impact is coaching and mentoring. The integration of AI into coaching and mentoring processes promises to revolutionize how individuals receive guidance and support, making these services more accessible, personalized, and effective than ever before. In this article, we will explore the exciting potentials and emerging trends in the future of AI in coaching and mentoring.

I witness Live testing of AI in coaching by Rebecca Rutschmann from Evoach and playing the coachee Jacob Sønderskov from Dialogisk design. It was really good and scary at the same time. Everything not in Italic is written by ChatGPT.

  1. Personalized Coaching and Mentoring

Artificial Intelligence (AI) has permeated every facet of our lives, transforming the way we work, communicate, and even learn. One area where AI is poised to make a significant impact is coaching and mentoring. The integration of AI into coaching and mentoring processes promises to revolutionize how individuals receive guidance and support, making these services more accessible, personalized, and effective than ever before. In this article, we will explore the exciting potentials and emerging trends in the future of AI in coaching and mentoring.

One of the most promising aspects of AI in coaching and mentoring is its ability to provide tailored guidance to individuals. AI can analyze vast amounts of data, including personal goals, preferences, strengths, and weaknesses, to create a personalized coaching experience. This means that the advice and support offered are specifically designed to meet each person’s unique needs and objectives, maximizing their chances of success.

  1. Virtual Coaches and Mentors

Imagine having a mentor or coach available to you 24/7, ready to answer questions, provide advice, and offer support whenever you need it. AI-powered virtual coaches and mentors can make this a reality. These digital mentors can simulate coaching sessions, track your progress, and help you navigate challenges, making guidance accessible to those who may not have access to human mentors.

  1. Skill Assessment and Gap Analysis

AI can assess an individual’s skills and competencies with precision. By analyzing performance data and comparing it to desired outcomes, AI can identify skill gaps that need attention. Coaches and mentors can then develop targeted development plans and provide resources to bridge these gaps effectively.

  1. Natural Language Processing for Communication

Effective communication is a cornerstone of coaching and mentoring. AI, equipped with Natural Language Processing (NLP), can analyze written and spoken communication, such as emails, reports, and presentations, and provide feedback on how to improve. This can be invaluable in helping individuals enhance their communication skills, a critical element of personal and professional growth.

  1. Emotional Intelligence Enhancement

AI can also play a role in enhancing emotional intelligence. By analyzing emotional cues in conversations and interactions, AI can provide feedback on understanding and managing emotions. This aspect of coaching and mentoring is essential for personal development and building better relationships.

  1. Data-Driven Decision Making

AI can offer coaches and mentors valuable insights by analyzing data and tracking progress. This data-driven approach ensures that coaching and mentoring decisions are based on objective information rather than subjective judgments, leading to more effective guidance.

  1. Accessibility and Inclusivity

AI-powered coaching and mentoring platforms have the potential to enhance accessibility and inclusivity. These systems can provide support to a wider range of individuals, including those with disabilities, people in remote or underserved areas, and those from diverse cultural backgrounds.

  1. Continuous Learning and Improvement

AI is constantly learning and adapting. As individuals interact with AI coaching and mentoring systems, these systems can improve and provide increasingly valuable insights and guidance over time. This iterative learning process ensures that users receive the best possible support.

  1. Ethical Considerations

While the potential of AI in coaching and mentoring is immense, it also raises ethical considerations. Data privacy, algorithmic bias, and the risk of overreliance on technology are all important issues that must be addressed to ensure that AI is used responsibly and with the best interests of individuals in mind.

  1. Augmented Human Coaching

The future of coaching and mentoring may involve a harmonious blend of human and AI involvement. AI can handle routine tasks, provide data-driven insights, and assist with specific areas, allowing human coaches and mentors to focus on more complex and nuanced aspects of mentoring relationships.


The future of artificial intelligence in coaching and mentoring holds tremendous promise for transforming these processes into more personalized, accessible, and effective experiences. While the potential benefits are vast, it’s essential to approach the integration of AI in coaching and mentoring with a balanced perspective, addressing ethical concerns and ensuring that technology serves the best interests of individuals seeking guidance and support. As AI continues to evolve, so too will the opportunities for growth and development in coaching and mentoring relationships.

Redesigning the Future

«Redesigning the Future» was the theme of this summer’s conference hosted by EMCC Global (digital), the 27th in a row. In these post-corona times, it is quite right to think in new directions. We have seen a boom of webinars and now it is the new channel for us and also the podcast is coming. Our global president Riza Kadilar mentioned in 2019 a coaching app that had 500,000 downloads this summer (2021) the same app 2.5 million downloads.

I do not think anyone will lose the job of a robot, but we must find ways to integrate our work and practice with relevant technology. At the same time, we must also find ways to create digital communities where we can improve the ongoing dialogue between recipients and practitioners.

EMCC focuses on the digital that will play and save role to improve our services and our offerings and at the same time they will also put and special focus on hosting platforms.

In any case, I think I am at the forefront of development when I am a member of an organization with over 10,000 members in 85 different countries that has this as its focus.

At least I’m excited to being part of redesigning the future the EMCC way … what about you?

Speed Mentoring





In the search for mentoring stuff on internet I came across speed mentoring which is a method for individuals to receive information from one or more mentors in a time-controlled environment. Modeled after the ‘Speed Dating’ concept, both parties are provided the opportunity to share knowledge and experiences. Mentees benefit from the wisdom of their mentors, who in turn, benefit from the fresh perspectives their mentees bring.

The U.S. Coast Guard has even designed a special toolkit for speed mentoring, the link is broken so maybe its top secret…

But here is an example from «Heart Your Smile Mentoring programme»

Flash Mentoring

In my over 25 years in business life and over 10 years

within mentoring I have had the opportunity to talk to

a lot of people. Sometimes itś for only one time and

sometimes more, but I never know that I was doing

Flash Mentoring…

Flash Mentoring is defined as a one-time meeting or discussion that enables an individual to learn and seek guidance from a more experienced person who can pass on relevant knowledge and experience. The purpose of flash mentoring is to provide a valuable learning opportunity for less experienced individuals while requiring a limited commitment of time and resources for more experienced individuals serving as mentors. While mentors and mentees can mutually decide to meet again after their flash mentoring session, the commitment is to participate only in the initial meeting.

The term flash mentoring was coined by K. Scott Derrick in his work with 13L, a group of mid-career federal employees passionate about leadership and leadership development. In recent years, some training professionals have used short-term mentoring approaches to facilitate the sharing of knowledge and experience, but there has not been a common language to distinguish short-term mentoring arrangements from traditional, long-term mentoring schemes.Flash mentoring was highlighted in an engaging article in Government Executive magazine.

To read more, click here

Types of Mentoring

The Sodexo 2013 Workplace Trends concludes with different types of mentoring and say that new approaches to mentoring can empower workers to direct their own career development in greater ways. Here are some different types…

Topical mentoring
Topical mentoring leverages both the expertise of leaders and the collaborative experience of other learners. One or more advisors lead numerous learners in conversation, knowledge sharing, and practical application related to a specific learning topic or around a point of affinity. People can find or create learning groups on their own, or organizations can manage the process. People learn from the advisors and from other learners, helping to build deep expertise across the enterprise.

Situational mentoring
Situational mentoring gives individuals a way to address immediate learning needs with one or more advisors. Several people can offer solutions and ideas at the same time so that learners get quickhitting answers on a high-impact issue, problem, challenge, or opportunity within a short amount of time. Learners then synthesize this knowledge into a solution that fits their need and bring that solution back to their job in a timely manner.

Peer mentoring
Peer mentoring connects colleagues at the same hierarchical level in the organization but who may be in different functions or divisions. Learning relationships of this sort are particularly beneficial because peers can be a great source of social support and encouragement. They understand and experience the same organizational pressures based on position in the organization, and can provide breakthrough insight and advice from someone who truly gets it.

Reverse mentoring
Reverse mentoring places those who would typically be considered advisors into the learner role, and those typically considered learners into the advisor role. Reverse mentoring often exposes organizational leaders to new trends in technology, new ideas and innovations, and new perspectives of younger generations, while also bringing bright young minds to the attention of seasoned leaders.

Open mentoring
Open mentoring programs that promote self-directed relationships allow people to address their own learning needs in a manner of their choosing, while still aligning with overall organizational goals. Using technology to facilitate distance mentoring lets people collaborate with one or more mentoring partners on a global basis and allows the programs and mentoring networks to grow organically throughout the entire organization.


Both open mentoring programs and reverse mentoring is old news, but interesting enough. I have been in this business over a decade and been doing both reverse mentoring and open mentoring programs and I know they works.

How did we come to this?

This new mindset around mentoring is not a fad or “flavor of the month” type of HR process; it is an emerging approach to enterprise-wide self-directed development. It is the natural evolution resulting from people’s desire to connect with and learn from others, and the organization’s desire to have a better understanding of the impact and ROI of learning and development processes. It is what both individuals and organizations have been asking for, without really knowing what to call it.


Modern mentoring is fast becoming a must-have solution for companies of all sizes. Those organizations that wait too long to make the transition to the modern view of mentoring will find themselves struggling to retain and find talented employees who feel they can grow with the company. 


Generational Views on Mentoring Traditionalists (born between 1922 & 1945)
are hardworking, loyal to their organization, and respectful of those in authority. They want learning that is predictable, practical, and delivered by experts. They also need to share their experience and expertise with others to feel valuable.

Baby Boomers (born between 1945 & 1964)
believe in participative management and work hard for personal gain. They want to be involved in learning that has an immediate payoff to their job. They need more help in developing the complex relational skills involved in leadership.

Gen Xers (born between 1965 & 1980)
tend to be skeptical of those in authority and seek a better work/life balance. They are also often fiercely independent and have more of an entrepreneurial spirit. They want learning that is collaborative, peer driven, and relationally balanced. They need help settling on a career path that is both challenging to them and fits the needs of the organization.

Millennials (born between 1981 & 2000)
are hopeful, multi-tasking Web-surfers. They want learning that is on-demand but highly social and network oriented. They need help learning the foundational skills and social awareness needed to be effective in the organizational culture. Due to the exposure and ready access that they have had to information and resources as they have been educated, they don’t have patience for learning processes that take too long.

This is so very interesting and I can´t wait to be a part of the future of mentoring, with more than a decade of experience I am all for the future…

Tehcnology in modern mentoring

The last blog post from Sodexo´s 2013 Workplace Trends called: Modern Mentoring, some of the big thing was modern technology brought to mentoring. In this blog post I will talk more about the technology.

Technology plays a large role in enabling this to happen because it allows organizations to view mentoring as a “for the masses” practice that harnesses the collective knowledge, skills, abilities and passions of an

organization’s entire workforce. Employees can create their own personal learning and advising networks that grow and flex as their individual needs and strengths change. This adaptability means insights are shared and applied on the job in a just-in-time manner, with people seeing real work results from their mentoring activities.

Adults want to drive their own learning, and as they address their own personal real-time learning needs by connecting with colleagues from anywhere in the organization, they are in control of their learning. These

knowledge-sharing connections help break down silos and spread expertise and innovation quickly across the enterprise, which can spark new solutions and creative ideas among employees that they can then bring to the job.

An ideal mentoring and knowledge-sharing network is:

• 5-15 people

• Learners and advisors come from across functions, locations, generations, etc.

• People shift in and out of the network and of the roles themselves, as learning needs and knowledge strengths evolve, creating a diverse, fluid and dynamic network


The diverse networks that people form can help them generate creative solutions, novel ideas, and unique approaches to organizational problems or issues they are facing. In fact, researchers Christoph Lechner, Karolin Frankenberger, and Steven W. Floyd found that among colleagues who are collaborating for work, the more diverse the networks were in terms of values and viewpoints, the more they increased their performance


In light of this result, organizations looking to foster and encourage major creative solutions and thinking among workers, as well as innovative improvements in current processes throughout the business, would do well to encourage more diversity in individual learning networks. This type of inclusive knowledge sharing thrives at Sodexo, where they actively support learning connections across generational, geographical and organizational boundaries.

Modern mentoring

Mentoring has proven again and again to be a powerful and effective workforce development tool, and the need for mentoring, knowledge sharing and skill building continues to grow.

However, traditional mentoring is no longer adequate in today’s hyper-connected and fast-paced world. Companies today must embrace a new form of mentoring and knowledge sharing that allows workers to find and connect with their colleagues so they can learn while on the job, share best practices throughout all areas of the business, and collaborate with people no matter where they may be located

As you can see from the figure traditional mentoring with standard meeting between the mentor and the mentee ones a month at the same place and the new mentoring mindset. Where it could be one mentor and one, two or more mentees, and different kind of meetings. Meetings could be Skype, Chat as well as face-to-face meetings.

With the help of technology, the age-old practice of mentoring is being redefined into modern mentoring that centers around connecting people across an organization to share critical knowledge and skills. Virtual relationships and multi-participant engagements form the basis for modern mentoring, which incorporates a more inclusive mindset about who should participate, a broader scope for making meaningful learning connections, and an open flow of knowledge among participants. No longer just about one-to-one relationships between senior leaders and potential successors, today’s mentoring is focused on removing the barriers between people and engaging them in rich learning and teaching opportunities in a broad, networked manner so that knowledge can flow to the point of need.

More about the technology in the next blog post.

Accenture Skill Gaps Study

One of the studies that Sodexo is looking too is the one  Accenture did in november 2011, where they found that 55 percent of workers in the U.S. reported they are under pressure to develop additional skills to be successful in their current and future jobs, but only 21 percent said they have acquired new skills through company-provided formal training during the past five years.

They concluded that to support workers for future challenges, the organizations must:

• Plug into and leverage the collective intelligence of the enterprise through learning connections.

• Encourage creativity and innovation through diverse learning networks.

• Accelerate speed to competence through self-directed approaches that generate real-time learning content.


Well I see lot of  mentoring programs in U.S both in past and in future…



Accenture conducted an online survey of 1,088 employed and unemployed U.S. workers to assess skill development. The resulting Accenture Skills Gap Study is part of Accenture’s
ongoing research into the workforce challenges faced by employers today.