Mentor or executive coach? Understanding the difference and knowing what you actually need
Mentor and executive coach are often used interchangeably. They are not the same thing. Choosing the wrong one at the wrong time can leave leaders frustrated, stalled or quietly doubting themselves.
Both have value. The difference lies in purpose, timing and what you are really trying to solve.
What a mentor does well
A mentor is usually someone who has walked a similar path before. They share experience, offer guidance and help you avoid obvious mistakes. Mentoring works particularly well when you are learning a new role, entering a new sector or navigating unfamiliar territory.
A good mentor says, “Here’s what worked for me,” and that can be incredibly useful when you need perspective or reassurance. The relationship is often informal and advice-led, shaped by the mentor’s own career and judgement.
The limitation is also the strength. Mentors tend to give answers based on their experience, which may or may not fully fit your situation, context or constraints.
What executive coaching does differently
Executive coaching is not about advice or war stories. It is about helping leaders think more clearly, make better decisions and lead more effectively under pressure.
A coach does not tell you what to do. They challenge how you think, how you show up and how your behaviour lands with others. The focus is on your real-world decisions, relationships and leadership impact, not generic development.
This is particularly important for senior leaders, where problems are rarely technical. They are political, emotional and high stakes. There is often no obvious right answer, only trade-offs.
Coaching creates space to slow thinking down, test assumptions and avoid reactive decisions that come back to bite later.
When mentoring is not enough
As leaders become more senior, the issues they face change. The room gets quieter. Fewer people tell you the truth. Decisions affect more people and carry more risk.
At this level, advice is rarely the problem. Most executives already know what they could do. The challenge is deciding what they should do, how to do it and what to stop doing.
This is where mentoring often falls short and coaching becomes more effective.
My approach to executive coaching
I work with senior leaders, founders and boards who are dealing with complexity, pressure and high-stakes decision-making.
My work focuses on:
Leading through change, including mergers, acquisitions and restructuring
Board-level thinking, governance and decision-making
Helping leaders communicate with clarity and authority
Supporting executives who are isolated at the top and need a confidential sounding board
My coaching is commercially grounded and shaped by real experience of building, advising and leading organisations. It is not about abstract models or motivational talk. It is about helping leaders stay steady, credible and effective when it matters most.
So which do you need?
If you are early in a role and want guidance from someone who has done it before, a mentor can be invaluable.
If you are facing complex decisions, political dynamics, board pressure or personal leadership challenges, an executive coach is often the better fit.
Many senior leaders do not need more advice. They need space to think clearly, challenge their own assumptions and lead with intent rather than reaction.