Building tomorrow’s leaders: Why senior staff must embrace mentorship

In any organisation, the smooth transfer of knowledge and skills from experienced leaders to the next generation is crucial for long-term success. Nigeria’s public service stands at a critical juncture. With an evolving bureaucracy and increasing demands for effective governance, the ability to transition leadership smoothly has never been more essential.

A structured mentoring framework is the missing piece that can transform the country’s civil service by ensuring the transfer of knowledge, skills, and experience from seasoned professionals to emerging leaders. Mentorship is more than just a goodwill exercise, it is a strategic process that supports self-development, enhances performance and builds a pipeline of competent leaders.

Across Ministries, Departments, and Agencies (MDAs), mentoring must be recognised as a cornerstone of succession planning and professional development. While Nigeria’s bureaucracy has traditionally relied on informal mentorship structures, the limitations of such arrangements, often tainted by favouritism and elitism, necessitate a shift towards formal and structured programmes.

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In the context of the Nigerian public service, this transfer is even more vital, given the complexity and demands of managing public policies and programmes that directly impact millions of lives. A well-structured mentoring programme can ensure that the knowledge, experience, and insights of senior civil servants are passed on effectively, creating a stream of competent leaders who can sustain progress and innovation.

Mentoring is more than just guiding junior colleagues. It is a strategic tool for strengthening institutional capacity, enhancing productivity and ensuring the effective management of public resources. The benefits of mentoring are substantial. Effective mentorship builds a foundation of skilled and knowledgeable staff who can confidently step into leadership roles when needed. This reduces disruptions during transitions and ensures the continuity of policies and programmes. It also supports succession planning by grooming high-performing staff for senior positions, helping organisations avoid leadership gaps and maintain stability in public administration.

Additionally, mentoring helps bridge the gap between theory and practice, ensuring that officers have not just academic qualifications but the practical knowledge needed to excel in their roles. Moreover, employees who feel invested in and supported are more likely to stay engaged and committed to their organisations, reducing turnover. Experienced mentors can also pass on not just technical skills but also the ethical principles and values that are critical in public service.

While the benefits of mentoring are clear, there are challenges that need careful management. Mentoring in Nigeria’s public service has often been informal, raising concerns about elitism and favouritism. To address these issues, mentoring programmes must be designed to be inclusive, transparent and goal-oriented.

To ensure success, a structured mentoring programme in the Nigerian public service should include several critical elements. Clear objectives and outcomes are essential, with mentoring goals aligned to broader organisational objectives, such as improved public service delivery and leadership development. Comprehensive mentor training is also crucial, ensuring that mentors are prepared not just to teach technical skills but also to guide, inspire, and support the personal growth of their mentees.

Similarly, matching mentors and mentees thoughtfully is important, as pairing should be based on professional goals, areas of interest and personality compatibility to ensure a productive relationship. Regular monitoring and feedback should equally be established to assess progress, provide feedback and make adjustments as needed. Finally, formal structures and support, including mentoring agreements, progress tracking templates, and evaluation metrics, help maintain focus and accountability.

Mentoring in the Nigerian public service can take many forms. One-on-one mentoring is the traditional form, where a senior officer provides personalised guidance to a single mentee, peer mentoring where colleagues at similar levels support each other’s growth, creating a collaborative learning environment, group mentoring, where one mentor works with a small group of officers, fosters team dynamics and shared learning and team mentoring, involving larger groups and multiple mentors, encourages cross-functional collaboration. Virtual mentoring can also bridge geographic gaps, allowing mentoring relationships to flourish despite physical distance.

For mentoring to have a lasting impact, it must be part of a broader culture of continuous learning. This means valuing professional development, rewarding excellence, and encouraging innovation. Departments and agencies should be proactive in promoting mentorship as a pathway to leadership.

For Nigeria’s public service to grow in the 21st century, it must prioritise the development of its human resources. Structured, inclusive and goal-oriented mentoring programmes are essential for building a capable and resilient bureaucracy. By investing in the growth of junior officers today, Nigeria can ensure a more effective, responsive, and innovative public sector tomorrow. The future of public service leadership depends on it.

Nigeria’s bureaucracy cannot afford to leave succession planning to chance. A well-defined mentorship structure is essential for building a resilient public service, fostering professionalism and ensuring institutional continuity. By implementing structured mentorship programmes, senior civil servants can play a pivotal role in shaping the next generation of leaders and safeguarding Nigeria’s administrative effectiveness.

Senior officers must embrace their role as mentors, ensuring that the knowledge and experience they have accumulated are passed down effectively. Only then can Nigeria’s civil service evolve into a dynamic, future-proof institution.

Umar is the Head, Strategic Communication Bureau of Public Service Reforms, and can be reached via [email protected]