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Prior to starting Mento, I worked at Jigsaw, an Alphabet incubator developing tools to help activists, dissidents, and journalists be safer online in the world’s most repressive countries. I quickly found myself promoted to the C-Suite. It was equal parts exciting and frightening.  I suddenly found myself in a leadership role having no clue what leadership even meant -- I’d never so much as been a manager before. I had questions! But had no idea who to ask.

Like so many other women and underrepresented groups working in tech, I never felt that I had a tried and true mentor that I could turn to for advice and support. My new manager at the time had just gotten an executive coach. I had no idea what that was, but I asked for one, and it completely changed my career and my life. Through my network, I was able to find an incredible coach who specialized in working with female founders and executives. She was incredibly relatable on a personal level and professional level -- she had started businesses and held roles. I felt we’d be friends in real life.

Working with a coach who had been an operator and executive meant she had been through similar challenges before. She was able to coach me on not only leveling up into my new leadership and management role, but also improve my relationship with my work, faster. It expanded my perspective, pushed me to think differently, and felt confident, happier, and less stressed.She transformed my career -- and my life.

I felt I had discovered the secret power of coaching and I wanted everyone to have access to this kind of coaching-mentorship relationship, too. I discovered that this type of coach-mentor relationship is hard to find, so we set out to create it ourselves at Mento.

We’re on a mission to help everyone live healthier and happier lives personally and professionally.

In pursuit of our mission, we’ve developed a new approach to coaching informed by my experience with my coach-mentor and the help of organizational psychologists, industry leading experts and ICF certified coaches. We call it the 80/20 rule, utilizing 80% traditional coaching practices and 20% hands on advisory or mentorship.


When we think of coaching, we adapt Tim Galway’s “inner game approach” which can be summarized as a simple formula: 

Let’s break that down with the help of our Head of Coaching, Tara Padua.

“Performance is the desired outcome you’re hoping to achieve - developing a new skill, securing a promotion or raising your next round of funding, to name a few. To drive that outcome, you need to grow your potential and reduce your interference. Potential can be thought of as your natural strengths and current capabilities. Interference is really your 

, or your mindset, beliefs and emotions that may inhibit your ability to reach your potential.”

A coach will work with you to help increase your potential and reduce interference so that you can feel and perform at your best, and reach your desired outcomes. In practice, coaches help increase potential by empowering you to better understand your current capabilities and lean into your natural strengths, some of which you might not know you have. They will help you reduce internal interference by asking thoughtful questions and serving as a neutral, third-party sounding board, helping you to identify areas internally that interfere with your ability to reach your potential. Through this work, you’ll develop your self-awareness and an internal feedback loop that ultimately drives you to feel and perform better.

To facilitate our unique 80/20 approach to coaching, we hire exceptional operators who work at today’s top companies. This enables us to pair our members with a coach who knows their role and the challenges associated with it, empowering them with hands-on guidance to help actively problem solve our member’s most difficult challenges, because our coaches have been through them before. Mento coaches can help our members grow their potential, faster, leading to better performance.

This 80/20 approach empowers our members to see a 2x increase in performance on average.

Our approach to the 80/20 rule can be visualized using a 2x2 measuring experience and commitment. Experience considers how much experience someone has and their ability to hit their goals. Commitment considers someone’s commitment and motivation to pursue their goals.

We ask thoughtful questions to assess where our members are on their journey, then apply the 80/20 rule to use the appropriate coaching practice to best support them, meeting them where they are so that we can help them get to where they want to go, faster.

We practice advisory coaching. We help members to develop self-awareness around the skills that they need to develop, and help them understand the “why” behind their lack of commitment by enabling them to think differently and sharing back what we’re hearing. When members are lacking the experience they need to succeed, Mento coaches can lean on their previous expertise as top operators to hands-on problem solve with their members, growing their skills and experience faster by learning and collaborating with experts.

We practice directive coaching. Whether someone is new to a role or lacking clarity in their responsibilities, there are many reasons why someone may be low commitment even though they have the experience and skill to hit their goals. Here we focus on question asking to uncover the core “why” behind their lack of commitment, ultimately addressing their mindset to help motivate and grow their commitment so that they can be successful.

We practice mentorship coaching. In this scenario we find that members are excited and motivated but lacking the experience to succeed. Here we will leverage the member’s enthusiasm and the expertise of our coaches to advise and hands-on problem solve, helping our members upskill and grow their skills and experience faster.

We practice motivational coaching. We find that our members are motivated and have the experience and skills to succeed. Here we lean into more pure coaching, where we’re leveraging the member’s high motivation and experience to help get them where they’re trying to go, faster.

By adapting our coaching and mentorship approach to each individual member, we’re able to meet them where they are empowering them to have greater impact in their roles, feel the immediate benefits of coaching, and feel better while doing it. Our approach might change during a session depending on the topic being discussed or over the longer term. Every coaching journey is unique and highly personalized.

The importance of Mento’s 80/20 Methodology in today’s world of work

The world of work has evolved, and for many of us, no two days are the same. 

, and the nature of our roles are constantly shifting. Many of us are working in  remote or hybrid settings, and the learning and development we might have gleaned by being in the office around other people isn’t quite there. A coach has never been more important to helping people feel and perform their best at work, and have the impact (and fulfillment!) we need to be successful.

There are few tools that can empower us like a coach can!

Mento’s coaches help support individuals, teams, and companies during highs, lows and everything in-between with a deep and profound understanding not only of the work you do, but who you are as a person. They ensure that the work you’re doing is aligned with purpose and meaning, and they’ll challenge you while helping you stay the course. What started as one individual transformation with my coach Jamie nearly a decade ago has now morphed into a modern methodology of coaching that’s designed for all of us, the ambitious and hard-working professionals who want to make as big of an impact as we want to be fulfilled.


Get your team the support they need to thrive with a Mento coach today. 

How does Mento’s 80/20 Methodology of Coaching and Mentorship work?

Insights exploring human potential and unlocking growth.

Resources for people leaders

As a people leader, you know better than anyone that your organization cannot function without successful leadership. However, finding the best solutions to support your organization’s leadership development needs has become harder than ever.

Quynh Mai, Head of People at Splash Financial, faced a similar challenge. She turned to Mento coaching to support her leadership development needs.

Watch our on-demand question and answer session with Quynh to learn everything you need to know about implementing a coaching practice at your organization.

Implementing a Coaching Practice at Your Organization

Join us as we discuss key learnings from our 2024 State of People Development Report with HR and People Ops leaders from Dropbox, Business Insider, Digital Ocean and more.


Here are the themes we'll explore together:

The rise of AI. 73% of hr leaders plan to use this emerging technology in their people development strategy in 2024. We'll discuss the pros, cons and top use cases this year.

The shifting state of people development strategy. We'll discuss HR leaders recent learnings and plans looking forward to the year ahead.

Managers are struggling and people leaders have noticed. Data shows that over the past few years 83% of companies have cut leadership development budgets. We'll discuss how hr leaders are planning to reinvest in their managers this year.

The 2024 State of People Development Roundtable

To better understand the current state of people development in today's rapidly evolving work environment, we surveyed 100+ people leaders across the United States.

From the adoption of emerging technologies like Artificial Intelligence to a renewed focus on supporting managers, download this report to learn more about the top trends impacting people development strategy in 2024.

The 2024 State of People Development Report

While the performance and leadership expectations of managers have increased dramatically over the past few years, leadership investment and solutions have fallen behind. 

This has put HR leaders in a unique position

. Companies now broadly recognize that as managers struggle, so do their businesses, sparking a renewed interest in funding new ways to support them.

In a recent conversation with HR leaders at Booz Allen Hamilton, Shippo and Extend 

we explored their new “playbook” for developing managers

. But, as every HR leader knows, great ideas only take you so far, so we asked Shana Yearwood, Human Capital Lead at Booz Allen Hamilton, Ty Pemble, Director of People at Extend, and KJ Jennison, Director of Talent Development at Shippo how they’ve made leadership development a core pillar of their organizations.

Getting buy-in: data, education, and pilot programs

As every dollar of spend is scrutinized, HR leaders need to bring a diverse group of stakeholders along the journey. For Shana, KJ, and Ty this has meant: raising awareness of the challenges facing managers, its impact on and cost to the organization, educating on new and innovative solutions that can drive meaningful impact, and finally a “go-to-market” strategy that makes it easy for people to give it a try.

Data is key, and the beauty is that we have a lot of it that we can use to our advantage. HR leaders are leveraging their own 

, such as engagement surveys, performance reviews, OKRs, and retention data, to understand the core people challenges at a cohort level and the impact that it’s having on the organization.

is also crucial. Most commonly it’s utilized to help companies understand the cost of their problems and highlight the efficacy and ROI of leadership development solutions. There’s a growing body of academic research from 

 on both the cost of ineffective leadership and the leadership interventions that can be used to support your investment decision. This is a massive change from where we were even five years ago, and should be utilized. As Shana said: “The research exists now. It's no longer difficult to point to real data around how new leadership interventions, like coaching, helps managers.”

Educating leadership, program participants and finance

When introducing a new approach to leadership development, you’ll need to run an internal education campaign to get people bought into your new vision. Here’s some tips for how to do that:

For Shana, working at a large organization like Booz Allen Hamilton, means working in close alignment with HRBPs and different business units to change the narrative mindset around performance.  “There is still a lingering stigma of coaching for performance concerns versus coaching for performance optimization. We use whatever modes of communication we can, such as working through HR business partners and town halls, to message to leaders that performance optimization is going to be key for us moving forward.”

For KJ at Shippo there was some initial resistance based on prior solutions that weren’t particularly effective and carried a big price tag, “We needed to change how people are thinking about utilizing coaching and realizing that there's this modern, fresh way to do it that doesn't involve, a large budget and a large portion of your time.”

Ty, from Extend, describes how their HR team was deeply involved in the rollout of the programs and “on the front lines” with managers to help them understand the purpose and value, making it clear it was a non-negotiable: “My team has been very involved in getting in front of our managers and making sure that we're clear that we’re providing resources and training for them. It's more of a push than just telling folks about it or trying to encourage it, or both.”

Whether you’re adding a new solution or replacing an existing one, the best way to generate buy-in is to show, not tell. This starts by “lowering” the gradient and starting with a targeted investment in a target population. This gives you the opportunity to build organizational trust.

“As an HR professional, I understand what it means to develop people, and that developing our managers is core to any successful organization, “ KJ told us, “But you have to get people into the door so that they can understand what that looks like. What I found to be the most successful way to do this is to pilot a program with a targeted group. If you give them something that you really believe in, they will love it, too. We are all hungry for and craving support and development.”

One thing that we’ve heard loud and clear is just how powerful pilot programs are to driving organizational adoption of your leadership strategies. Here’s some practical advice to follow, from the experts:

Once you’ve identified your target problems and population, take it a step further to identify who the right people are internally to evaluate the program and drive internal buy-in. Here’s how KJ thinks about selecting participants for a pilot program: “What I found to be successful is to

be really targeted about getting a small pilot group together. These might be key stakeholders in the organization, high potential talent or leaders strategic to growth. They usually have great relationships with the organization which further helps to generate buy-in.”

Being clear and intentional with participants upfront can be powerful. Transparency helps increase commitment and establish the importance of the program.  You should also let people know why they were selected, what you expect from them,  what they’ll get out of it, and that you also want honest feedback. At Shippo, KJ provides: “A welcome message from each participant’s executive communicating their excitement and the reason why they’re being invested in. It changes people’s perception and makes them feel connected to what we’re doing.”

Give yourself time to generate the data you need

Ty, Shana, and KJ each initially ran 4-month pilots for leadership interventions, like coaching and mentorship programs, that drove high-impact behavioral change. They started with baseline data and then collected qualitative and quantitative data during the pilot to share back to stakeholders.

Get Participants and their managers to be advocates

This comes back to the selection process and ensuring that you’re selecting participants who are bought in and can go on to help generate buy-in across the organization. Ty believes that it was the feedback from the pilot that made the difference: “The turning point for our coaching pilot program came once we started to hear resounding feedback from folks -- they loved the different perspective, being able to bounce ideas off someone, and felt that they’re getting a lot out of this. And then we also collected feedback from different managers who were also noticing a real impact in their performance. What was key is that folks were speaking up saying this is the kind of support they wanted to see. That's what drove our management team to say that we should invest more in this.”

As KJ said, “It's not you singing the praises. It's the data you get back from the pilot program, 

it's also the participants affirming what they've experienced.”

Keeping leadership in the loop throughout

A brilliant tactic a lot of HR leaders use is keeping up the “hype” cycle up with leadership and stakeholders by sharing tangible examples of the impact. It’s also fun for you to be able to share the wins! “Managers have shared really wonderful stories throughout the pilot programs about loving their coach or the impact of joining an onsite manager training. I push those across the organization, making sure that our C-suite and other team members are hearing the impact of these programs and it goes a long way.”

HR leaders are hard at work creating a new leadership development playbook. It’s a bit of “building the plane as they’re flying it” -- understanding the new solutions available, educating stakeholders with clear data, and crafting thoughtful pilot programs with clear outcomes to help their managers get the support they need and flourish.

This is the third and final post in our three-part series exploring the biggest challenges managers face and how today’s top HR leaders are creating new and innovative solutions to support them.


For an in-depth review, watch our on-demand 

Rethinking How We Support Managers in 2024

 where HR leaders from Booz Allen Hamilton, Shippo and Extend share their insights.

How to generate buy-in for the new leadership development playbook

How to better support your managers: learnings from HR leaders at Booz Allen Hamilton, Shippo and Extend

, the expectations of managers have increased while investment has decreased. The result? Managers, and their teams, are struggling.

To better understand this problem —  and more importantly, what to do about it — we convened HR leaders from Booz Allen Hamilton, Shippo, and Extend to understand how different companies are approaching leadership development in 2024. Here’s what we learned.

Setting the stage: we are in the midst of a generational change in management

Today’s manager is facing a much different environment than those of even just a few years ago. As KJ Jennison, Head of Talent Development at Shippo explained: 

“Hybrid environments are unstable environments from which to lead. On top of that, you have managers in dual IC and leadership roles, needing to move fast, and leading teams of varying size. It’s hard to stay on top of what you need to do while also leading people effectively. Effective people leadership is high touch: every person on your team is a unique individual who has different hopes, dreams, aspirations, motivations, etc and really effective managers have to look to understand that

 and that takes time that managers rarely have.”

With new challenges, new environments and a new generation of managers, we need a new leadership development playbook. As Shana Yearwood, Human Capital Lead at Booz Allen Hamilton, sharedt: “the bar is incredibly high, and the only way to meet this moment is by giving people more resources and support. Organizations depend on it.”

We raised the bar for managers. HR leaders are raising the bar for how we support them.

HR leaders, similar to the managers they support, are in uncharted territory. Leadership development in hybrid and remote environments for an extremely busy manager population has required HR Leaders to rethink their playbook. KJ described the change:  “We used to have captive audiences in multi-day training and regular workshops. This just isn’t the case anymore.” Instead,  it’s about meeting managers where they are and empowering them with the resources they need when they need it,” says

So, what does that look like in practice? Here are the principles KJ, Shana, and Trevor are using to guide leadership development strategies:

 in-person training, workshops and offsites still have tremendous value, but are more infrequent and need to complimented with evergreen learning

: generic content just doesn’t drive consistent engagement; instead, learning and development needs to be specific to the function and seniority level

managers need fast, on-demand, real-time answers that they can immediately apply.

partnering with external vendors to deliver high-impact programs without major internal lift helps scale busy HR teams

with manager bandwidth at an all time low, programming and resources need to be highly curated, intentional, and immediately valuable

As managers become more important and critical to the success of every organization, so does the role of the people teams working hard to unlock their performance and potential. Ty, talent development lead at Extend, summarized it perfectly:  “The modern manager requires us to put together intentional training and resources to make sure they can truly thrive.”

The new leadership development playbook is an intentional blend of high investment programming and scaled solutions with a focus on continuous learning.

Effective leadership development bridges the gap between theory and application by both teaching the theory, and investing in programming and tools that enable managers to move beyond frameworks and empowers managers to integrate and develop skills over time and really hone an effective leadership style and practice. Unlocking an increase in performance through long-term behavior and mindset change requires a different approach to leadership that both meets people where they are and also creates an opportunity for appropriate challenge.

Here’s what the leadership development playbook looks like in practice at each of these organizations, in the words of their own HR leaders:

Shippo’s new leadership development Playbook

Described by KJ Jenison, Director of Talent Management

“What I have found to be more successful over the past few years is giving managers focused attention. What that really means is: are they able to talk to somebody who's skilled or experienced in this field? Who understands what they’re going through? Who they can bounce ideas off of? Then it's also about giving them some asynchronous, self guided materials that they can grab and go. This is why we’re invested in Mento coaching. Connecting managers with external experts, who they can talk to in real time, who can focus on them, and has experience operating in similar roles, has been the catalyst for success and their ability to be better managers. In turn our managers are building better relationships and helping their teams function better.”

Shippo has invested in connecting their managers with Mento coaches, who bring relevant industry experience, to provide them “focussed attention” and hands on support. They couple this high-touch investment with scaled solutions like asynchronous, self guided materials that managers can access on their own time, aligned with their busy schedules. This combination of resources has resulted in better managers, building better relationships, and ultimately  — better functioning teams.

Extend’s new leadership development Playbook

“Back in early 2023, we rolled out internal manager training, and we found that it just didn't create the same level of trust or credibility because our managers interact with those providing the training on a daily basis. Being able to bring in someone 

 for onsite training and then also use a program like Mento for 1-on-1 coaching and mentorship has created a lot of trust and buy-in from our managers that we're really investing in. It allows a different perspective that goes a really long way with our organization. It's been refreshing and really good for the organization and we’ve heard resounding positive feedback from our managers. They say: we want more of this.”

Extend has found that investing in internal training wasn’t building trust and credibility within their organization. They adapted their approach to bring in external experts for onsite training and couple this with Mento to give their managers access to 1-on-1 coaching and mentorship. These external experts, with relevant experience, created meaningful trust and buy-in that previously wasn’t attainable from their internal programming.

Booz Allen Hamilton’s new leadership development Playbook

Shanah Yearwood, PH.D., Human Capital Lead

“A lot of our learning around new managers has been meeting them where they are. This means a variety of things: in-person meet ups for new managers. LinkedIn Learning, which they have access to for an entire year, helps upskill quickly but also is digestible. A manager can consume or pick what they need based on what's been curated for them by our team. We've also always been a proponent of mentoring and coaching programs. Internally, mentoring is still very much in full swing across the organization. And now, we're starting to bring back coaching and mentorship together through Mento to support our managers and leaders in the future.”

Booz Allen Hamilton has found success in meeting their managers where they are. In practice, they’re combining high-touch investments like in person meet ups, internal mentoring, and Mento coaching to provide their team with personalized, hands-on support with scaled, on-demand programming like Linkedin Learning.

As the bar has been raised for managers, today’s top HR leaders are crafting a new leadership development playbook to support them. This is the second in a three-part series exploring the new playbook for modern leadership development. Next, we’ll share strategies for program buy-in and implementation.

If you want to continue learning about the state of managers and what you can do about it, check out our recent 

Rethinking How We Support Managers in 2024 on-demand webinar here

The new leadership development playbook: learnings from HR leaders at Booz Allen Hamilton, Shippo and Extend

Where are we now? How we left managers, the growth engine of every company, behind…

 unpredictable. However, one thing has been consistent: the sharp decline in the investment in people managers, which has decreased to less than $500 per manager. That’s less than a cup of coffee a day! Despite this lack of investment in managers, performance expectations and responsibilities have increased considerably. Modern leaders are both individual contributors 

 people managers. They are being squeezed between leadership who want stronger performance, and their teams who require more than just transactional management — they require strategy, vision, mentorship, coaching and ongoing development. As one of our partners put it: “managers are like kitchen runners, running back and forth, back and forth, and they don’t have any time to come up for air.“

 to be managers: 45% of managers are spending more time managing projects than managing people (

: only one in five HR leaders said managers at their organization are aware of their own strengths and development areas. (

54% of managers are suffering from work-induced stress and fatigue. (

: 70% of managers report being disengaged at work. (

It might then come as LITTLE surprise that there are significant downstream effects on the people that they manage:

 Only 1 in 2 employees is confident in their manager’s ability to lead their team to be successful in the next two years. (

 experiencing extreme negative emotions: 

one in five employees reported feeling loneliness, anger, or sadness 

 aren’t getting value from their managers:

 Only 47% of employees say they derive valuable outcomes from interactions with their managers. (

HR teams have taken notice: 74% of HR leaders are prioritizing support for their managers in 2024. (

Mento’s 2024 State of People Development Report

What’s the impact? How we’re leaving serious revenue on the table when we underinvest in our managers…

We have overcorrected in this market, and we’re paying the price. A recent Gallup report estimated that 

the cost of poor management and lost productivity from disengaged employees is 

. I mean, wow! Sit with that one for a second. It’s staggering.

When managers are disengaged, their employees are disengaged, driving down productivity, performance, innovation and wellbeing. It should come as little surprise that when companies invest in organizational health and effective leadership they see 

revenue gains if we start to re-invest in people. First, we need a mindset shift: investing in managers is a revenue-driver and fundamental to any successful business.

HR teams have taken notice, and are on the frontlines advocating for leadership development: 74% of HR leaders are prioritizing support for their managers in 2024 (

). The question remains: what are the most effective strategies for getting leadership buy-in and what are the most effective investments to make?

What can I do about it? Strategies for the “new normal” for leadership development from Dropbox, Booz Allen Hamilton, and more…

The message here isn’t to make you fall into despair! The impact and data of underinvestment have become too overwhelming to ignore. Yet again, it’s becoming a consensus that investing in managers is the best way to increase the productivity and performance of organizations.

As HR teams regain budget, what they're most excited about is the opportunity to do things differently and rewrite the leadership development playbook.

The opportunity was perfectly stated by our partner, 

, who heads up Leadership Development Programs at Dropbox: “As markets, the workplace and the world continue to be uncertain, managers have to do more with less while balancing their own humanity. HR has the awesome opportunity to support leaders in the flow of work. It’s people AND results that enable hope, resilience and innovation.”

How are talent leaders taking advantage of this opportunity to reimagine how they support their teams? Through extensive research, and conversations with partners, here’s how the new playbook is starting to be remade:

Generic, one-size fits all solutions with endless licenses.

Small HR teams doing everything in-house (you all are heroes, but you’re also people, too!).

Optimizing for quantity of people impacted over quality.

Doing something for morale only (the boost is too short).

One-off training that doesn't drive long-term behavior change and performance impact.

L&D stipends which are rarely performance orientated, take up a huge chunk of budget, and create incentives for companies to encourage people NOT to use them.

Investing in low-cost, low impact solutions.

High impact, long-term programs that are measurable, targeted and personalized.

Investing in solutions and programs that drive meaningful performance.

Focused on developing leadership skills that translate on-the-job.

Targeted investment in highest-impact leaders.

Ensuring different types of learning methods (social, experiential, etc).

Tiered Support: it’s OKAY to invest differently in different populations, depending on needs, business impact and individual performance.

Personalized, contextual and relevant to the individual: the more relevant and aligned to solving real problems for people, the more impactful it will be for the organization.

This is the first in a three-part series exploring the new playbook for modern leadership development. The next will focus on the tactical strategies and programming from HR leaders who are thinking differently about talent development.

, or drop us your email and we’ll send you a few resources to get started (no annoying daily emails, we promise).

If you want to continue learning about the state of managers and what you can do about it, checkout our recent 

How we left managers, the growth engine of every company, behind… and what to do about it

To keep up with Flatiron Health’s rapid pace of change, Kate Estep, VP of Product Management uses Mento Coaching to drive the performance of her team and empower her leaders to navigate uncertainty.

In Kate Estep’s Product Management Organization at Flatiron Health, product directors have a lot on their plates. As in most modern organizations, managers’ roles are often a blend of individual contributor - and leadership roles. They are the single source of coaching and development for their teams, responsible for driving individual and team performance, but that’s not all. They also have their own responsibilities setting strategy, collaborating with cross-functional teams, making key decisions, and managing their own projects.

With an increase in healthcare regulatory requirements, new business priorities, and the increasing pace of change across the business, Kate turned to Mento to provide coaching and mentoring support for her product management team. For Product Managers, this created access to coaching and mentorship from seasoned product experts outside Flatiron, augmenting perspective and support. For Product Directors, this not only augmented their work coaching and developing their teams, but also provided a space to develop and hone their own product leadership skills.

Over the past two years Mento has provided coaching and mentorship to Flatiron Health’s Product Management Organization and their employees are reporting improved work performance, confidence and clarity.

Empowering product managers with 1:1 coaching and mentorship

Unlike other coaching providers, Mento Coaches have experience in product management and healthcare, enabling them to offer relevant insights and guidance to Flatiron's product managers. Flatiron team members are able to get real-time support solving challenges and taking on the opportunities they faced because their coaches understand their context first-hand.

This targeted approach helped Flatiron's product managers refine their skills more quickly, and lead to successful outcomes faster.

“There's just something about talking to a coach who gets it. Who knows the problems, the ins and outs and the context. I can get through the context in a coaching conversation quickly versus needing to explain a lot before we can get to the core issue. So the barrier to successful coaching is a lot faster to overcome. That to me is differential to other coaching providers. Mento brings context with their coaching and mentorship. I think it’s really powerful and unique.”
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