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You’ve always looked up to your work mentor, but lately, something feels off. Instead of feeling supported, you’re starting to notice subtle hints of sabotage, like missed opportunities, backhanded advice, or even undermining your achievements. It can be hard to spot, but when a mentor crosses the line from guiding to hindering, it can have a lasting impact on your career.
So, how do you know if your mentor is secretly steering you off course? Let’s uncover the red flags and explore what to do when the person who’s supposed to help you succeed might actually be holding you back.
The Psychology Today publication has identified and classified toxic mentors into three active failure types: hijackers, exploiters, and possessors. These behaviours are said to undermine trust, stifle creativity, block career progression, and create toxic environments.
The above source further mentions that “The harm caused by these passive failures often flies under the radar but can be just as career-stalling. A bottleneck mentor, for instance, can stunt growth by delaying decisions or feedback, while a country club mentor risks leaving mentees ill-prepared for challenges.”
A mentor should maintain confidentiality, provide constructive feedback, manage time effectively, have relevant expertise, and avoid personal bias, claims the MentorcliQ publication. It is mentioned that breaching trust by sharing personal information, providing negative feedback without constructive solutions, exhibiting time management issues, lacking expertise, or allowing personal biases to influence decisions can all negatively impact a mentor’s relationship and progress.
“If your mentor lets personal biases or prejudices influence their advice or decisions regarding your development, it can be harmful and unproductive.”
Fast Company adds that a toxic mentor relationship can be identified by feeling drained or self-doubting after most interactions. According to the mentioned source, if the mentor practices a my-way-or-the-highway approach, it may be time to question the relationship.
