When someone takes the step up to management there are added responsibilities that come with the post. While they adapt to their new role, colleagues will see them in a new light as well. A common misconception is that anyone who is elevated to managerial status must know all there is to know about the post. Of course this is not the case, as the new manager has as much to learn as anyone else taking on a new role.

And yet some people will make the assumption that the new manager was chosen for promotion precisely because they know it all. So while the new recruit is bombarded with questions they are expected to know the answers to, it can become overwhelming to the point where they question their own suitability for the post.

Self-doubt can sometimes be a symptom of moving up the career ladder. Feelings that they are 'winging it', and are not really up to the responsibilities of the role can demoralise the new manager. The truth is, however, that they would only be chosen for promotion after demonstrating that they possess the necessary skills and abilities required for the role.

Those who move onto the next rung of the career ladder can sometimes feel anxious and afraid of what their next step should be, like they are alone in a canoe heading towards rapids. A mentor would sit in that canoe with them and, using their experience that the new manager is lacking, steer it through those rapids.

So what exactly is a mentor?

The word is often misused by up and coming stars who refer to people being role models rather than true mentors. The wizard guitarist, who cites Noel Gallagher as his mentor, and the footballer who first kicked a ball after watching Eric Cantona back in the day, and who always acknowledges him as a mentor, are using the word in quite the wrong way.

A mentor is someone who is basically on the side of the protégé (also called the mentee). Someone with the experience and wisdom that they do not yet possess and who is willing to pass on guidance and support by, as the common term goes, taking them under his (or her) wing. This can instil a calming effect on the protégé, a steadying of that canoe, which in turn can increase self-confidence. The mentor is at hand to assist the protégé until it is felt that they are no longer needed.

There are no set rules for mentoring. The mentor and the protégé would have to assess the level and style of mentoring that would be most suitable for both parties. Some protégés would need to spend more time with their mentors while others might only need an occasional word of encouragement. There are also personality issues that may arise. Some protégés might be quite upfront with the mentor while others might be shy and feel that they are causing inconvenience by asking for guidance. There are also those who see the very act of asking for help as a sign of weakness.

So the first thing the protégé and mentor should do is get to know each other. Whether the protégé needs a considerable amount of mentoring, or not much at all, it is important that the protégé sees the mentor as a friend. This is because the relationship must be built on a foundation of mutual trust. The more relaxed the relationship is, the more open the protégé will be about any problems he or she faces. Mistrust within the relationship can result in the protégé showing reluctance to divulge information and bottling up any problems.

But mentoring is not all about dealing with problems; there are many positive aspects to it, such as the provision of support, guidance, encouragement and motivation to the protégé.

So to get to the questions asked in the title of this piece, could you be a mentor?

You would need to have experience at least equal to that of your protégé and possess excellent communication skills. You have to ask relevant questions and being a good listener is essential. You should also project a friendly, approachable manner. The rewards of seeing your efforts bear the fruit of success makes mentoring an extremely worthwhile job to take on.

Do you need a mentor?

If you feel that you have taken too big a step up the ladder and you are, to mix metaphors, out of your depth, then stepping back down need not be the only course of action open to you. It may be that you simply need to settle into your new role and get to grips with the added responsibilities that are currently alien to you. Having someone there to listen to your concerns and to provide support and guidance may be all that is needed to bring out the manager that those who promoted you knew was in there all the time.