By Shari Krull, Chief Executive Officer, StreetWise Partners

Not long ago, I had the opportunity to speak on a panel at a workforce development conference. The audience of 200 included leaders from nonprofits, academia, government, and private foundations. 

When it was my turn to speak, I posed a simple question: “If you had a mentor who helped guide your career, please raise your hand.” 

A wave of hands swept through the room—about 95% of them. It was undeniable that the leaders in the room were in their seats because of the mentorship they received from others. 

But here is the paradox. While nearly everyone in that room had personally benefited from mentorship, the resources and funding available for mentoring programs in 2025 remain disproportionately low. 

Why is there such a stark gap between the profound impact mentorship has on individuals and its demonstrated priority in workforce development strategies? 

Mentorship is Often Undervalued  

In workforce development, hard skills training often takes center stage, while mentorship is relegated to a secondary role—if it is considered at all. This stems from a common misconception: that skills and credentials alone determine career success. 

Yet research paints a different picture. An estimated half of all jobs come through personal connections. Networks and relationships act as an unspoken currency in the world of work, opening doors that skills alone cannot. 

If we want to close the opportunity gap, we need to rethink our approach. Network-building and mentorship must be seen as integral components of education and workforce pathways—not optional extras. 

Debunking the Myths About Mentorship 

Throughout my 20+ years of leading mentoring organizations, I have encountered numerous misconceptions that contribute to the idea of mentorship as a “nice-to-have” intervention. Let us tackle some of these myths head-on: 

Mentoring is only for youth. 
This could not be further from the truth. A meta-analysis of 112 studies shows that mentorship provides significant benefits for adults, including career advancement, improved health, and stronger relationships. 

Mentoring does not support career development. 
False. Research from Harvard’s Project on Workforce highlights how mentorship develops “soft skills” like adaptability and resilience—skills that remain valuable even as technologies and hiring demands change. 

Mentoring requires long-term relationships. 
Not necessarily. Adults benefit from both “strong ties” (long-term relationships) and “weak ties” (short-term or one-off connections). Weak ties, which are more diverse and far-reaching, introduce job seekers to new opportunities and information. 

Mentoring is outdated. 
On the contrary, as the labor market evolves, the value of networks is growing. Deloitte’s Future of Work experts emphasize that job seekers increasingly need diverse social networks to thrive in rapidly changing environments. 

Mentoring is intangible and unmeasurable. 
Think again. On LinkedIn, 70% of professionals land jobs at companies where they have a connection, and employee referrals increase hiring likelihood by 9x. These are measurable outcomes tied directly to relationship-building. 

The Case for Mentorship as a “Need-to-Have” 

As workforce leaders, we cannot afford to ignore the role of mentorship in building,  cultivating and maintaining career mobility. Skills matter, but they are only part of the equation. Relationships—built through mentorship—bridge the gap between talent and opportunity. 

It is time to shift the narrative. Mentorship is not a luxury; it is a necessity. By embedding mentoring into workforce strategies, we can create pathways that truly connect under-represented talent to meaningful careers. 

Let’s make mentorship the priority it deserves to be.