“ Mentorship gives people confidence. It gives them a sense that they belong— and that someone is invested in their success.”
— ELLA KENT, THE SPA AT SEA ISLAND
BUILDING THE FRAMEWORK The idea first took shape after Kent attended the Jacksonville Women’ s Leadership Forum, where she learned about an informal mentoring model used by JEA Electric Authority.“ We saw the potential to replicate that concept,” Kent says,“ but in a way that invited everyone— regardless of gender, title or department— to grow together.”
The program launched with a pilot cohort, designed to test feasibility and generate enthusiasm. Its structure balanced flexibility with clear intention: l Step 1: Gauging Interest An open call invited potential mentees, who were paired with an equal number of mentors across departments. l Step 2: Education First Mentors and mentees participated in separate training sessions to set expectations, using resources such as The Mentor’ s Guide by Linda Phillips-Jones and A Handbook for Mentors and Mentees from the University of Iowa. l Step 3: Matching with Intention Through questionnaires, HR matched participants based on goals, personality and areas of expertise.
LAUNCHING WITH IMPACT The official kickoff— dubbed the“ Reveal and Connect”— took place aboard a yacht, setting an immediate tone of celebration and community. The event wasn’ t just an introduction; it was a statement of values.“ We wanted our team to feel that mentorship is something the company deeply supports,” says Kent.
From there, mentors and mentees began their first two formal meetings: the“ Essence Conversation,” focusing on personal values and leadership identity, and the“ Mission Meeting,” which clarified professional goals and milestones.
SUSTAINING THE PROGRAM Momentum is maintained through monthly meetings, often creatively structured as“ walk and talks” or cross-department visits to encourage broader understanding of resort operations. Leadership check-ins mid-program ensure accountability, and a closing celebration honors each pair’ s progress and shared achievements.
Early results speak volumes. Fifty participants— 25 pairs— have already reported measurable improvements in: l Cross-department collaboration and internal networking l Confidence and engagement among newer team members l Employee satisfaction and sense of belonging
Both mentors and mentees describe tangible value. One mentor reflected:“ My mentee sometimes needs a sounding board— both personal and professional. In showing that she has a safe space to talk, she’ s opened even more. I also think she likes having different perspectives shared with her to help her work through her thought process.”
Another added:“ Both of us had goals. We check in once a month and track progress. The first conversation, I drove. The second, I let her take the wheel. Now, it’ s an even playing field.”
Those equal partnerships are exactly what Kent envisioned: a culture where growth isn’ t top-down, but shared— where every team member, from new hire to senior leader, can both teach and learn.
“ Mentorship gives people confidence,” Kent says.“ It gives them a sense that they belong— and that someone is invested in their success.”
“ The best mentorships aren’ t one-sided; they’ re reciprocal relationships in which both mentor and mentee gain perspective, confidence and purpose.”
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