Accept that mentors don’t work for the organization. While there are good reasons for organizations to promote mentoring among their staff, any benefit to the organization will be incidental. Mentoring relationships aren’t something an organization can control: true mentors will place their mentee’s personal growth and fulfillment before the organization’s agenda, every time.
When I worked in the trenches of a massive educational publishing corporation, I had a mentor who taught me a lot about creating interactive learning content. But the skill development isn’t what made her a mentor – she earned that distinction when she told me “Our team has so many great ideas that this company will never invest in. That’s why I’m interviewing elsewhere – and you should, too.”
Today, I still consider her a mentor, while that particular division of the company we worked for no longer exists.