How to Mentor Other User Researchers
Being a manager without the politics
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If I went back to full-time in-house user research, I would be an individual contributor (IC) instead of a manager, which was one of my last in-house roles before going to consultancy.
I truly don’t believe I would be a manager ever again in that capacity.
That might sound weird considering I spend a large amount of my time and business mentoring user researchers. However, there is a pretty significant difference between management and mentoring, at least in my eyes and in my previous experiences.
When I reflect on my past roles, especially the transition from management to consultancy, it becomes clear that while both management and mentorship involve guiding others, they operate in fundamentally different ways.
Management is often about oversight and accountability—ensuring that tasks are completed, objectives are met, and team members are aligned with the broader goals of the organization. As a manager, my responsibilities included not only the day-to-day performance of my team but also their career progression within the structured framework of the company.
On the other hand, mentorship is far more focused on personal and professional development without the direct accountability that comes with management. Mentoring allows for a more personalized, flexible approach, where the goal is to help individuals grow, explore their potential, and navigate their career paths on their own terms. It’s less about driving specific outcomes and more about empowering the mentee to make informed decisions and develop confidence in their abilities.
In my experience, the mentor-mentee relationship is often more informal and can be tailored to the mentee’s specific needs, whether that’s learning a new skill, navigating a career transition, or gaining insights into industry practices.
Unlike management, where I had to ensure that all team members were performing according to organizational standards, mentoring lets me focus on the unique journey of each individual, offering guidance, sharing experiences, and providing a safe space for exploration and growth.
Additionally, the dynamic between mentor and mentee is typically more collaborative and less hierarchical than in a manager-subordinate relationship. As a mentor, I see myself as a guide or advisor rather than someone who is directly responsible for the mentee’s output. This allows for a more open exchange of ideas and can lead to deeper learning experiences for both parties involved — the amount I’ve learned from my mentees is astounding.
The great part is that you don't have to be a manager to be a mentor. You can have a significant impact on someone’s career as an individual contributor or someone in a leadership position. In fact, some of the most amazing mentors I’ve had weren’t my manager.
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Why Mentorship Matters
As a Mentee
Mentorship is a cornerstone of growth in user research, and I deeply value it because I wouldn’t be where I am today without the guidance of those who mentored me.
When I started my journey as a user researcher, I had the slightest clue about anything. While reading and learning theory was amazing, I didn’t really have people to bounce ideas off or to help me apply the theory to practical experience. On top of that, I hugely struggled with getting effective feedback to make myself a better researcher. I would write a survey and wonder how effective it was, or create a research plan and wonder what I was missing.
That feedback loop was something I was sorely missing, and a lot of the time, I didn’t have a manager who was a user researcher. So, often, I was the expert. It’s terrifying to simultaneously have impostor syndrome and to feel like you have to be the expert and know everything about an industry you haven’t been in for a long time.
I sat there for a very long time, scared to ask for feedback because I didn’t want my manager or colleagues to think I didn’t know what I was doing.
Finally, I was able to find my first mentor outside of my organization. This person helped me by giving detailed feedback and talking me through many of the struggles I faced day-to-day. Just having someone to bounce ideas off made a huge difference because I no longer felt stuck.
Over the years, these mentors pushed me beyond my perceived limits and capabilities. I truly wouldn’t be where I am now had I not engaged with these mentors.
As a Mentor
Navigating problems with someone else is an incredible experience, especially as a mentor. I’ve had to explain things I’d never tried to put into words, things that felt so simple and obvious — what is a usability testing task, how to actually do affinity diagramming, picking tags, what is an executive summary — but they were terms or concepts I took for granted and never really defined for myself.
Being a mentor has made me significantly more articulate in explaining concepts and ideas to others and has made me a better user researcher. Teaching someone else how to approach a problem, articulate findings, or navigate complex research scenarios forces you to clarify your thoughts and refine your methodologies.
Without the back-and-forth and the constant questions coming from mentees, I wouldn’t have had to think about things in the same way — I wouldn’t have questioned my own approaches or how I conducted certain types of research. Without mentorship, I wouldn’t have completely unraveled how I think about and do usability tests.
By experiencing challenges with someone else and hearing other perspectives, you have the opportunity to really rethink your own work. Not only does this make you more effective and efficient as a user researcher, but it also helps you with skills like stakeholder management and giving feedback to others.
Impact
I’ve found that mentorship allows you to demonstrate your impact across the organization in ways that go beyond your immediate project outcomes. By mentoring junior researchers or others, you’re not only helping them grow but also fostering a culture of learning and collaboration within your team or organization.
As a mentor, you’re not just guiding a single researcher; you’re contributing to the overall capability and success of your team or organization. The knowledge and skills you impart to a mentee can lead to improved research outcomes across multiple projects, creating a ripple effect that enhances the quality of work throughout the organization. Mentoring demonstrates your ability to influence and develop talent, showcasing your leadership potential and your commitment to the long-term success of your team.
Whenever I felt like my impact on products wasn’t directly applicable, I was always able to show the impact my mentorship on others had — from making research more accessible to increasing the effectiveness of research across the organization. I could demonstrate impact outside of the normal confines that come with research.
The Role of a Mentor
Mentorship in user research is deeply personal and transformative, both for the mentor and the mentee. It’s not just about imparting knowledge—it’s about guiding, supporting, and empowering the next generation of researchers to find their own path. When I think back to my own career, the mentors who had the most significant impact on me were those who didn’t just give me the answers. Instead, they taught me how to think critically and approach problems from different angles.
Early in my career, I was working on a complex usability study, and I felt overwhelmed by the sheer amount of data I had collected. My mentor at the time didn’t step in and tell me how to analyze it directly. Instead, they asked probing questions that helped me structure my thoughts and approach the data in a way that made it manageable. This guidance not only helped me complete the project successfully but also built my confidence in handling large datasets on my own in the future.
That experience taught me the value of mentoring through empowerment — helping mentees develop the skills and confidence to tackle challenges independently.
As a mentor now, I try to embody that same approach. I encourage my mentees to take ownership of their work, explore different methodologies, and make decisions based on their analysis. By doing so, they gain a deeper understanding of user research and become more confident in their abilities.
This empowerment is crucial because it helps them grow into independent researchers who can contribute meaningfully to their teams and organizations.
Setting Clear Expectations
Setting clear expectations is a critical component of any successful mentorship relationship. I’ve learned this the hard way in my own mentoring experiences. Early on, I had a mentorship relationship that wasn’t as effective as it could have been because we didn’t establish clear guidelines from the start.
Meetings were sporadic, communication was inconsistent, and we didn’t have a clear focus on what we were trying to achieve. Eventually, we had a candid conversation about what we both wanted out of the mentorship, and things improved dramatically from there.
Gaining Focus
Now, when I start a new mentorship, I make it a point to have an open discussion about our goals and expectations from the very beginning. For instance, I ask a specific set of questions to help gain focus:
What are your three main challenges when it comes to user research, in general?
What are the three main challenges you face at work on a regular basis?
What are the main areas you would like to improve in?
What about user research do you feel most confident about?
What about user research do you feel least confident about?
What is the number one thing you could change today that would make your job better?
What are your aspirations in the field of user research (think 2-5 years down the road)?
What are your main goals in the next 6-12 months?
What do you hope to accomplish through this mentorship?
I know, there are so many “what” questions, but sometimes, they are necessary! These questions help us both understand the purpose of our mentorship and how we can best use our time together. With this, I build a roadmap for our time together based on the answers to these questions so that each of our meetings has a distinct focus.
Even better if you can set success metrics within the mentorship. Here are some examples I’ve used in the past:
If a mentee wants to improve their interview moderation skills, a success metric could be the completion of a certain number of mock interviews, followed by real user interviews. Progress could be measured by the mentee’s increasing ability to ask open-ended questions, manage interview flow, and probe deeper into user responses.
Set a goal for the mentee to lead a research project from start to finish, such as conducting a usability study or creating a research plan for a new product feature. Success metrics could include meeting project deadlines, improving the quality of research deliverables, and generating actionable insights.
A mentee might aim to apply a new research method, such as diary studies or ethnographic research, in their work. The success metric could be successfully incorporating this method into at least one project and demonstrating its value to the team.
A key goal might be for the mentee to become more confident in presenting their research findings to stakeholders. Metrics could include the number of presentations given, the quality of stakeholder engagement, and the mentee’s ability to answer questions about insights.
Encourage the mentee to expand their professional network by attending user research events, joining relevant communities, or publishing a piece of work. Success metrics could include the number of new connections made, participation in events, or the publication of an article or blog post.
If the mentee’s goal is to transition into a more senior role, metrics might include completing specific leadership/research initiatives or securing a promotion or new job within a certain time frame.
Logistics
We also discuss practicalities, like how often we’ll meet and the best ways to communicate. I had one mentee who was juggling multiple projects and preferred asynchronous communication because it fit better with their schedule. So, we set up a system where they would send me their questions or updates via email, and I would respond with detailed feedback within a day or two. This flexibility made our mentorship much more effective.
However, with mentorship, I typically recommend touching base live (remote is fine!) during 1x1 calls once every two weeks or, at the least, once a month. So much can be said in a one-hour call that could take a long time to get through asynchronously.
Feedback Types
Every person is unique, and their needs can vary widely depending on their personality, experience level, and current challenges. Not everyone takes feedback in the same way — a lesson I learned the hard way.
When I first start mentoring someone, one of the most important things I do is have an open conversation about their past experiences with feedback. I ask them questions like:
Can you tell me about a time when you received feedback that really helped you improve? What made that feedback effective for you?
When you’re working on a project, what kind of guidance do you find most helpful? Do you like detailed suggestions, or do you prefer general guidance that allows you to find your own way?
What kind of feedback hasn’t been helpful in the past? Why?
I also have found the timing of feedback to be extremely important and, at times, have completely missed the mark, so I also make it a point to ask about when the most appropriate time I can give feedback may be:
Do you find it helpful to receive feedback during a project to make adjustments along the way, or do you prefer to receive it after the project is completed?
How do you typically like to receive feedback? Do you prefer to receive it immediately after completing a task, or do you like to reflect on your work first?
How do you feel about receiving feedback on-the-spot during meetings or presentations? Would you prefer to discuss it privately afterward?
These answers help me understand their preferences—whether they appreciate direct, straightforward feedback or if they respond better to a more gentle, encouraging approach.
I once mentored a junior researcher who initially seemed quite nervous about receiving criticism. Through our conversations, I learned that she had previously worked in an environment where feedback was often harsh and unconstructive, which made her wary of criticism. In this case, I adopted a more supportive tone, focusing on what she was doing well before gently guiding her toward areas of improvement. Over time, as she grew more confident, I was able to be more direct with my feedback, which she came to appreciate as her skills and self-assurance developed.
On the other hand, I’ve also worked with mentees who prefer blunt, to-the-point feedback because it helps them quickly identify areas they need to improve. For these individuals, I don’t sugarcoat my critiques but instead provide clear, actionable suggestions on how to improve. I found that this approach worked well with a senior researcher I mentored who valued efficiency and wanted to get straight to the improvements.
It’s also important to pay attention to how your mentee reacts to different types of feedback during your sessions. If they seem to shut down or become defensive, it might be a sign that your approach needs adjusting. In these cases, I usually check in with them directly, asking questions like:
How did that feedback land with you?
How did the feedback we discussed last time resonate with you? Was there anything that particularly stood out or anything you’d like to revisit?
Did the feedback I gave you help with the challenges you were facing? Is there anything you would have preferred to be different in how it was delivered?
Is there a different way you’d prefer we discuss areas for improvement?
After having some time to reflect, do you feel the feedback was helpful in improving your work? Are there any other areas where you’d like more guidance?
This ongoing dialogue helps to fine-tune the feedback process, ensuring that it’s as effective and supportive as possible.
Ultimately, the goal is to create a feedback loop that not only addresses areas of growth but also reinforces the mentee’s strengths, helping them build confidence and skills in a way that resonates with them personally. By being adaptable and empathetic in your approach, you can ensure that your feedback is both constructive and empowering.
Confidentiality
Confidentiality is another aspect we cover early on. In user research, we often deal with sensitive information—be it user feedback, internal processes, or even career concerns. I always assure my mentees that our conversations are private, which creates a safe space for them to share openly and honestly. This trust is the foundation of a strong mentorship relationship.
Building a Trusting Relationship
Asking for feedback is terrifying. Almost every single time I’ve started with a new mentee, I’ve been nervous — even to this day. Being able to trust someone enough to share your goals, dreams, failures, and anxieties can be tough. It isn’t easy to bear your soul to another human, especially if you’ve had bad experiences with feedback or mentorship in the past.
Whenever I have taken on new mentees, I have found it crucial to build trust as quickly as possible so we can get to the meaningful feedback that helps to solidify the relationship even more.
But building trust isn’t simple and straightforward, especially within this context. Here are some ways I’ve learned to build trust with my mentees over time.
Start with Personal Connection
Building a strong, trusting relationship begins with establishing a personal connection. As a mentor, it’s important to take the time to get to know your mentee beyond their professional role. This doesn’t mean prying into their personal life, but rather showing genuine interest in who they are as a person—their interests, aspirations, and even their challenges outside of work.
When I start mentoring someone new, I always begin with a casual conversation about hobbies, favorite books, or what they enjoy outside of work. This initial connection helps break the ice and lays the foundation for a relationship built on mutual respect and understanding.
I once had a mentee who was also passionate about tennis. By simply asking about their interests and showing genuine curiosity in their passion, we found common ground that went beyond user research and now we take a few minutes at times to chat about tennis matches.
This personal connection made it easier for them to open up about their professional challenges, knowing that I saw them as more than just researchers but as whole people with varied interests and aspirations.
Begin your first mentorship meeting with a getting-to-know-you conversation — it doesn’t have to be the whole session, just five or ten minutes. Ask open-ended questions about your mentee’s interests, hobbies, or goals outside of work.
Share a little about your own interests to establish common ground. I tend to ask:
What do you enjoy doing when you’re not working?
What’s something you’re passionate about outside of user research?
This helps create a more relaxed atmosphere and sets the tone for a relationship built on mutual respect and understanding.
Be Open and Honest
Transparency and honesty are key to fostering trust in any mentoring relationship. As mentors, we’re often looked up to for our experience and wisdom, but it’s important to remember that sharing our struggles and mistakes can be just as valuable as sharing our successes. Being open about our own journey, including the challenges and missteps, helps create a safe environment where the mentee feels comfortable being vulnerable and asking for help.
I make it a point to share stories from my own career where things didn’t go as planned. For example, early in my career, I led a meticulously planned research project that ultimately fell short because I didn’t account for a key stakeholder’s needs. Instead of brushing this under the rug, I shared this story with a mentee who was feeling insecure about a project that wasn’t going smoothly.
I walked them through the mistakes I made and, more importantly, what I learned from the experience. This not only helped them feel less alone in their struggles but also reinforced the idea that mistakes are an integral part of learning and growth.
In an upcoming mentoring session, share a personal story where you faced a challenge or made a mistake in your career. Explain what went wrong, how you felt at the time, and what you learned from the experience. Follow this by asking your mentee if they’ve ever had a similar experience, creating a dialogue that encourages openness.
Emphasize Vulnerability
Vulnerability is an incredibly powerful tool in mentorship. By being vulnerable, you show your mentee that it’s okay not to have all the answers and that learning is a continuous process, even for those with years of experience.
I always make it a point to share instances where I didn’t have all the answers or where I felt uncertain. This might include times when I struggled to communicate research findings effectively or when a project didn’t yield the expected results.
I was overwhelmed by a particularly complex research problem at one point. I shared with my mentee how I felt stuck and how I reached out to my peers for advice, showing them that even experienced researchers need help sometimes. This kind of honesty not only demystifies the research process but also encourages the mentee to be open about their own challenges, fostering a deeper, more trusting relationship.
By starting with a personal connection, being open and honest, and embracing vulnerability, you create a mentorship environment where trust can flourish. This trust is the bedrock upon which meaningful growth and learning are built, allowing both mentor and mentee to navigate the ups and downs of their careers with confidence and support.
Actively demonstrate vulnerability by admitting when you don’t have all the answers. The next time your mentee asks for advice on a complex issue, if you’re unsure, be honest about it. I tell my mentees when I am unsure of exactly how to answer their questions, and either I try to do some research and come back to them later, or we bounce ideas back and forth. This shows that it’s okay not to have all the answers and reinforces the idea that learning is a continuous process.
Get Started with Mentorship
The first meeting is crucial in setting the tone for the entire mentorship. It’s your opportunity to establish a strong foundation and ensure that both you and your mentee are aligned on your goals and expectations. Here is how I set up the first meeting:
Introduction and personal connection:
Start with a brief introduction of yourself, highlighting your background, your experience in user research, and why you’re passionate about mentoring. Then, invite your mentee to share a bit about themselves. For example, I often start by saying, “I’ve been in user research for over a decade, and I’ve found that mentoring is one of the most rewarding aspects of my career. I’m excited to learn more about you and how I can support your growth.”
Ask a light-hearted question to ease into the conversation, such as:
What’s the best piece of advice you’ve ever received?
What’s a fun fact about you that most people don’t know?
I also take a few minutes to ask about hobbies and interests and share some about myself, too.
Discuss the onboarding questions:
Ideally, you could send your mentee an onboarding document with the questions from above ahead of time so you have some time to review their answers and spend some of the session probing into their goals rather than defining them for the first time. I learned this approach helps with having an effective first meeting where everyone feels like something has been accomplished.
During the first meeting, use the onboarding document as your guide. Start by acknowledging the effort they put into completing it and thanking them for their thoughtful responses. Then, move deeper into probing the answers they’ve provided. For instance, if they mentioned wanting to improve their usability testing skills, ask them to elaborate on what specific aspects they struggle with or what success looks like for them in that area.
By getting a bit more context into what they want to accomplish, you can create really clear goals and a plan that can help them achieve their goals effectively.
Set goals for the mentorship:
Work together to set clear, achievable goals for the mentorship. These should be specific and aligned with the mentee’s aspirations they brought up in the onboarding document. For instance, if the mentee wants to improve their usability testing skills, a goal might be:
Conduct three usability tests independently and analyze the results by the end of the next quarter.
To ensure that goals are clear and achievable, it’s helpful to use the SMART criteria—Specific, Measurable, Achievable, Relevant, and Time-bound. This framework ensures that each goal is well-defined and that both you and your mentee can track progress effectively.
Specific: Make the goal as clear and specific as possible. For example, instead of setting a vague goal like “Improve research skills,” you might say, “Conduct three usability tests independently and analyze the results by the end of the quarter.”
Measurable: Ensure there’s a way to measure progress. For instance, “Complete a portfolio with three case studies demonstrating different research methodologies” allows both of you to see tangible progress.
Achievable: The goal should be challenging but realistic. Set a goal that pushes the mentee but is within reach, given their current skill level and resources.
Relevant: The goal should relate to the mentee’s broader aspirations. For instance, if they want to move into a strategic role, a goal could be to “Present research findings to senior stakeholders and contribute to strategic decision-making.”
Time-bound: Set a clear timeline for when the goal should be achieved. This adds urgency and helps maintain focus. For example, “Complete this goal within the next three months.”
A SMART goal could be, “By the end of the next quarter, complete three in-depth user interviews, synthesize the findings into actionable insights, and present them to the product team.”
It’s common for mentees to have multiple areas they want to improve, but trying to tackle too many at once can be overwhelming. Help your mentee prioritize their goals by focusing on the ones that will have the most significant impact on their development or current role.
If your mentee expresses interest in both improving their survey design skills and learning a new data analysis tool but is currently working on a project where survey design is crucial, prioritize the goal related to survey design. This ensures that the mentorship is immediately relevant and impactful.
Goals should not be static. As the mentorship progresses, regularly revisit the goals to assess how well they are being met and to make adjustments as needed. This is particularly important if the mentee’s circumstances change, such as taking on a new role or encountering unexpected challenges.
Outline the future:
Establish how often you’ll meet, how you’ll communicate, and what each session will focus on — I highly recommend a roadmap for future sessions.
Encourage your mentee to prepare an agenda or list of topics they’d like to discuss before each meeting. Prior to each meeting, I typically check in with these four questions:
What happened in your work since our last chat?
What's the #1 challenge or question in your head right now?
How are you feeling about how things are going?
What do you want to get out of our next chat?
This ensures that each session is focused and effective.
Create a Mentorship Plan
A mentorship plan is a simple but effective tool that helps keep the relationship focused and on track. It provides a roadmap for both the mentor and mentee, ensuring that the goals set during your initial meeting are actively pursued. Here’s how you can create one:
Define Clear Goals:
After discussing your mentee’s aspirations, translate them into specific goals. For example, if your mentee wants to enhance their user interview techniques, a goal might be, “Complete a series of mock interviews with feedback, followed by leading two real user interviews by the end of the quarter.”
Set Timelines:
Assign realistic timelines to each goal to ensure steady progress. For instance, “By the end of the first month, have one mock interview completed with a feedback session.”
Identify Milestones:
Break down each goal into smaller, manageable milestones. For example, for improving interview skills:
Week 1: Review and refine interview questions.
Week 2: Conduct a mock interview with the mentor.
Week 3: Receive feedback and refine techniques.
Week 4: Conduct a real user interview with observation.
Schedule Regular Check-ins:
Schedule regular check-ins to review progress. During these check-ins, discuss what’s working and what’s challenging and make any necessary adjustments to the plan.
Document the Plan:
Create a simple document or template to track the goals, timelines, milestones, and meeting notes. Share this with your mentee and encourage them to update it regularly. You can use tools like Google Docs, Notion, or even a shared Excel sheet for this purpose.
Reviewing the Fundamentals
I really struggled with helping to assess the fundamentals for a while, but then I created a user research skills matrix to help my mentees understand where they are currently and what gaps they might have in some of the fundamental skills.
In this matrix, I listed out all the technical and soft skills I could think of for a user researcher and mapped them to (approximately) a level, as well as more general levels in careers. These levels include:
Follower: This is typically associated with your first job or internship. As a follower, you are action-oriented and task-focused as you do what others tell you.
Collaborator: You begin to work closely with others. You’re still operating from your technical skill set, but you will develop valuable people skills through collaboration with stakeholders.
Instructor: You continue to hone your skills and help others through education or democratization. You start to teach others how to do small jobs so you can focus on more strategic impact.
Expert/Manager: You can go in two directions at this stage:
Individual contributor: You hone and expand your skillsets, becoming an expert in 1-2 areas
Manager: You will need to motivate direct reports and learn how to manage them by giving objectives and goals, as well
as the means to pursue and achieve them.
Influencer: You directly influence people in other departments at your level or even a level above you.
Leader: You spend much of your time strategically empowering and inspiring others, such as creating a team vision. Instead of telling them what to do, you tell them what to think about. Your biggest priority is motivating teams and the organization.
These align with different levels within user research and help you define what your mentee can do to strengthen your current role or advance to the next level.
Have your mentee fill out this matrix then look at the checks and the corresponding role. Which level does your mentee have the most checks in at or above the thriving stage? That is your mentee’s current level as per this particular matrix.
What’s great about this skill list is it can highlight the gaps your mentee didn’t even know existed, which can lead to the most effective mentorship because you are focused on the key skills that really matter. This matrix will help you and your mentee first fortify the skills at their current level before rushing into the next level.
Developing Key Skills Through Practice
As I mentioned before, learning theory was one thing but actually practicing skills, even if not exactly in the direct UXR experience, was super important. Sometimes it is difficult for mentees to practice skills directly in the workplace, so I also like to have practical ways for them to practice with me.
Active listening exercises
Active listening is one of the most critical skills a user researcher can develop, as it allows us to truly understand users’ needs and concerns. However, active listening isn’t just about hearing the words being spoken—it’s about fully engaging with the speaker, understanding their message, and responding thoughtfully.
One of the most effective ways I’ve found to develop this skill is through reflective listening exercises. For example, during a mentoring session, I might have my mentee conduct a mock interview with me playing the role of the user. After each question, I encourage them to repeat back what they heard, but in their own words.
This exercise forces them to focus not just on the words but on the underlying meaning and emotions behind them. I remember working with a mentee who initially struggled with this exercise because they were so focused on their next question that they weren’t fully absorbing what I was saying.
By practicing reflective listening, they gradually became more attuned to the nuances of the conversation, which greatly improved their ability to gather deeper insights in real interviews.
Another exercise involves asking open-ended questions and then listening without interruption. For instance, I once asked a mentee to interview me about a hypothetical user experience issue. Their task was to ask questions like, “Can you tell me more about how that made you feel?” and then let me speak without jumping in too quickly. This helps the mentee practice patience and allows the user to express their thoughts fully, which often leads to richer, more detailed responses.
Set up a practice session in which your mentee conducts a user interview focused on reflective listening. After the session, discuss what they heard and how effectively they captured the user’s true message.
Effective communication practices
Effective communication is at the heart of user research—whether you’re delivering findings to stakeholders, giving feedback to team members, or conducting interviews with users. Over the years, I’ve learned that clear and constructive communication can make all the difference in how your message is received and acted upon.
One tip I always share with my mentees is to deliver feedback that is specific, actionable, and encouraging. I recall a time early in my career when I received feedback that was vague and left me unsure of how to improve. Since then, I’ve made it a point to ensure my feedback is clear and directly tied to actions the person can take.
Instead of saying, “Your report needs work,” I would say, “Your report has some strong points, but to make it more effective, try focusing more on the user insights rather than just the data. You could add a section that ties the findings back to the original research questions.”
Another important practice is to avoid information overload. I teach my mentees to prioritize the most critical points they need to communicate, especially when presenting research findings to stakeholders. I encourage them to create a concise summary of key findings at the beginning of their presentation, followed by more detailed information. This approach ensures that even if the audience only has time to hear the summary, they still walk away with the most important insights.
Have your mentee deliver a research finding or feedback to you as if you were a stakeholder or colleague. Afterward, provide them with feedback on how clear and actionable their communication was and discuss ways to improve.
Role-playing scenarios
Role-playing is an incredibly powerful tool for practicing and refining research skills in a safe, controlled environment. It allows mentees to simulate real-world scenarios, receive feedback, and make adjustments before they’re in a high-stakes situation.
One of my favorite role-playing exercises is to simulate a user interview. I’ll take on the role of a user with a specific problem or perspective, and the mentee will practice interviewing me. This helps them learn how to handle different types of users—those who are talkative, those who are reticent, and those who might be frustrated.
I remember one particular session where my mentee struggled with a “difficult” user (played by me), who kept giving short, uninformative answers. Through role-play, we worked on techniques to gently probe for more information, such as asking follow-up questions like, “Can you walk me through what happened next?” or “How did that impact your experience?”
Another effective role-playing scenario is conducting a usability test. I set up a mock product or prototype and acted as a participant. The mentee guides me through tasks, observing how I interact with the product and taking notes. This exercise helps them practice not just the mechanics of usability testing but also how to observe without influencing the user’s behavior—a critical skill in gathering unbiased data.
Finally, I also use role-play to practice presenting research findings. The mentee presents to me as if I were a key stakeholder, and I ask challenging questions to simulate a real presentation environment. This not only helps them refine their presentation skills but also prepares them for the kinds of questions and pushbacks they might encounter in actual meetings.
Schedule a role-playing session where your mentee can practice a specific research task, such as interviewing, usability testing, or presenting findings. Provide real-time feedback during the exercise and discuss improvements afterward.
Guiding Through Research Projects
One of the most impactful ways I received feedback from mentors was to help me by guiding me through complex projects. With this approach, I was able to get continuous feedback on my process and iterate and improve as I went. It not only taught me how to approach projects on my own but opened my eyes to how many ways I could set up a project.
Project scoping
One of the first and most crucial steps in any research project is defining clear objectives and setting realistic boundaries. As a mentor, guiding your mentees through this process not only helps them focus their efforts but also sets the stage for a successful project.
When I work with a mentee on project scoping, I start by helping them clearly define the research goals. I often ask them to articulate what they want to learn from the study and how these insights will be used. For example, a mentee once came to me with a broad goal of “improving user satisfaction.” We spent time narrowing this down to more specific objectives, such as “identifying the key pain points in the onboarding process for new users.” By focusing on a specific area, we were able to create a more targeted and manageable research plan.
After defining the objectives, it’s important to set realistic project boundaries. Mentees sometimes want to explore too many questions at once, which can dilute the impact of their research. I guided a mentee who wanted to investigate multiple aspects of user behavior in a single study. I advised them to prioritize the most critical questions and leave the rest for future research.
This not only made the project more feasible but also ensured that the findings would be more actionable. We scoped the project to focus specifically on user interactions with a particular feature, setting clear boundaries on what was and wasn’t included in the study.
Have your mentee draft a project scope document that includes the research goals, key questions, and boundaries. Review this document together, providing feedback and helping them refine it until it’s clear, focused, and achievable.
Design the study
Once the project scope is defined, the next step is designing the research study through a research plan. This is where the choice of methodologies, participant selection, and study logistics come into play. I always emphasize to my mentees the importance of aligning the research design with the goals we’ve set.
We begin by choosing the right methodologies. For instance, if the goal is to understand user motivations, I might suggest qualitative methods like in-depth interviews or contextual inquiries. I remember working with a mentee who was planning to use a survey to gather insights on user motivations. After discussing the objectives, we realized that interviews would provide richer, more nuanced data. We switched the approach, and the depth of insight we gained was far beyond what a survey could have provided.
Next, we discuss participant selection. It’s crucial to ensure that the participants accurately represent the target user group. I once guided a mentee through this process by helping them develop a screener survey to recruit participants. We focused on identifying key characteristics that aligned with the research goals—such as users who had recently completed the onboarding process. This careful selection process helped us gather relevant and insightful data.
Finally, we map out the logistics of the study—timelines, tools, and resources needed. For example, if we’re planning usability tests, we discuss the tools for recording sessions, the locations (remote or in-person), and the timing. I recall a situation where a mentee underestimated the time required for recruiting participants and scheduling sessions. We reworked the timeline together, building in buffer time for recruitment and any unexpected delays.
Work with your mentee to create a detailed research plan. This plan should outline the chosen methodologies, participant criteria, and a step-by-step plan for conducting the study. Regularly review this plan as the project progresses, making adjustments as needed.
Data collection and analysis
The data collection phase is where the research starts to come to life, and it’s essential to ensure that it’s conducted meticulously. As a mentor, your role is to oversee this process and help your mentee adhere to best practices.
During data collection, I often shadow my mentees, especially if they’re new to a particular method. For example, I once had a mentee who was conducting usability tests for the first time. I sat in on a few sessions—not to take over, but to observe and provide feedback afterward.
This allowed me to guide them on how to ask follow-up questions and manage the flow of the session without leading the participants. After each session, we would debrief, discussing what went well and what could be improved. This hands-on guidance helped the mentee gain confidence and skill in moderating usability tests.
When it comes to data analysis, it’s important to teach your mentee how to synthesize and interpret the data effectively. I encourage them to start with a thorough review of the data, identifying patterns and key insights. For instance, after completing a round of user interviews, I worked with a mentee to create an affinity diagram—a visual tool that groups data based on common themes. This exercise helped them see connections between different user responses and identify overarching trends.
I also stress the importance of maintaining objectivity during analysis. I once noticed a mentee eager to confirm a hypothesis they had, and this was influencing how they interpreted the data. We discussed confirmation bias and the importance of letting the data speak for itself. We revisited the data together, focusing on analyzing it without preconceived notions. This experience was a valuable lesson in maintaining research integrity.
Schedule regular check-ins during the data collection phase to observe and provide feedback. For the analysis phase, work with your mentee to create visual aids (such as affinity diagrams or charts) that help in identifying patterns. Review their findings together, ensuring that the conclusions drawn are well-supported by the data.
By guiding your mentee through project scoping, research design, and data collection and analysis, you’re equipping them with the skills and confidence needed to lead their own successful research projects. This hands-on, supportive approach not only helps them develop technically but also builds their ability to think critically and independently as a researcher.
Feedback frameworks
Providing constructive feedback is one of the most impactful aspects of mentorship. It’s an opportunity to guide your mentee toward growth while building their confidence and skills. However, delivering feedback in a way that is clear, actionable, and supportive can be challenging. This is where feedback frameworks like the SBI (Situation-Behavior-Impact) model come into play.
The SBI model is a straightforward and effective way to structure feedback. It helps you focus on specific behaviors and their impacts rather than making generalized comments. Here’s how it works:
Situation: Describe the situation where the behavior occurred. Be specific about the context.
Behavior: Focus on the behavior that you observed rather than making judgments about the person.
Impact: Explain the impact of the behavior—how it affected the project, the team, or the outcome.
I remember mentoring a researcher who was leading a user interview for the first time. During the session, they were so eager to gather data that they frequently interrupted the participant. Afterward, I used the SBI model to provide feedback.
I said, “During the interview yesterday (Situation), I noticed that you interrupted the participant several times while they were sharing their thoughts (Behavior). This made it difficult for them to fully express their experiences, and we might have missed out on some valuable insights (Impact).”
By framing the feedback this way, I was able to address the issue directly without making the mentee feel defensive. We then discussed strategies for improving, such as practicing active listening and allowing pauses after a participant speaks to encourage them to continue.
Using the SBI model not only clarifies feedback but also ensures that it’s constructive and focused on improvement. It shifts the conversation from blame to growth, which is essential in a mentorship relationship.
Another effective feedback framework is the “GROW” model, which stands for Goal, Reality, Options, and Will. This framework is particularly useful for guiding mentees toward self-reflection and problem-solving, making it more interactive than simply delivering feedback.
Goal: Start by discussing what the mentee wants to achieve. This could be related to a specific skill, project outcome, or long-term career aspiration.
“What is the specific outcome you’re aiming for with this user research project?”
Reality: Explore the current situation. What is happening now? What challenges are they facing? This step helps both you and the mentee understand the context and identify any gaps between where they are and where they want to be.
“What challenges are you encountering with the project? How are things progressing so far?”
Options: Encourage the mentee to brainstorm possible ways to overcome the challenges or improve their approach. Discuss various strategies or solutions they could implement.
“What are some ways you think you could address the challenges you’re facing? Are there alternative methods or approaches you haven’t considered yet?”
Will: Finally, focus on the next steps. What actions will the mentee take, and what support do they need from you? This step ensures that the feedback is actionable and that there is a clear plan moving forward.
“What specific steps will you take to move forward? How can I support you in this?”
Using either of these frameworks is a fantastic way for you to structure feedback in a non-threatening and effective way that highlights growth and feedback in a way that is constructive.
Evaluating the Mentorship
Self-assessment
A key part of any successful mentorship is evaluating how the relationship is progressing. This isn’t just about checking off goals; it’s about understanding how effective the mentorship has been in supporting both the mentee’s and the mentor’s growth. One of the most effective ways to do this is by using self-assessment tools.
I like to provide my mentees with a simple questionnaire or reflection tool that prompts them to think about their own progress and the value they’re getting from the mentorship, including questions like:
How confident do you feel in the skills we’ve focused on?
What aspects of our sessions have been most helpful to you?
These kinds of questions help the mentee reflect on their journey and identify areas where they’ve grown, as well as areas where they might need more support.
For the mentors, including myself, self-assessment is equally important. I use a similar tool to reflect on my effectiveness as a mentor, using questions like
Have I been providing the right level of support and challenge?
What could I improve in my approach?
Answers to these questions help me evaluate whether I’m meeting the mentee’s needs and contributing positively to their development.
Collecting feedback
In addition to self-assessment, it’s crucial to gather direct feedback from your mentee about the mentorship process. This feedback helps you understand how your mentee perceives the relationship and provides valuable insights into areas that might need adjustment.
I make it a point to ask my mentees for feedback regularly, not just at the end of the mentorship. During a regular check-in, you could ask, “How are you finding our sessions? Is there anything you’d like to change or focus on more?”
I recall a situation where a mentee expressed that they felt overwhelmed by the amount of information we were covering in each session. Based on this feedback, I adjusted our meetings to focus more on in-depth exploration of fewer topics rather than trying to cover too much at once. This made our sessions more manageable and allowed the mentee to absorb and apply the information more effectively.
Sometimes, mentees might be hesitant to give constructive feedback directly, especially if they’re concerned about offending the mentor. To address this, I’ve found that using an anonymous feedback form can be incredibly useful. It gives the mentee a safe space to share their thoughts openly.
When I first introduced this in my mentoring practice, I received valuable insights that I might not have gotten otherwise—such as a suggestion to include more practical, hands-on exercises in our sessions, which greatly enhanced the learning experience.
By incorporating self-assessment tools and consistently collecting feedback, you can ensure that your mentorship remains dynamic, responsive, and effective. This approach not only enhances the mentee's experience but also allows you to grow as a mentor, continuously refining your approach to better support others' development.
Practice!
Engaging in mentorship is not just about guiding others—it’s a powerful way to deepen your own skills and understanding as well. Each mentoring experience offers new insights, challenges, and opportunities for growth, both for the mentor and the mentee. By practicing mentorship, you continuously refine your ability to communicate, teach, and problem-solve, all while gaining fresh perspectives from those you mentor.
It’s a reciprocal relationship that not only strengthens your expertise but also enriches your professional journey. So, as you help others grow, remember that you’re also growing—becoming a more effective researcher, a better communicator, and a more empathetic leader.
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