As our pilot six-month internal mentorship programme with The Circle Partnership wrapped up in January, it was time for our mentees and mentors to come together to reflect on what they’d learned. A They met up for a wrap-up event in central London, where they shared what they liked about the programme, what worked for them, and the lasting lessons they’ll take forward into their careers.
Launched last July, initially as a pilot scheme, the programme is designed for those at Associate level who find themselves in a new more challenging role, one where they have to put all their training into practice, whilst also managing teams. The scheme was designed to offer Associates practical support as they step into managing client relationships and developing team-leadership skills.
Hear from some of the people who took part
Real problems, real conversations
Over six months, mentees and mentors met an average of four to five times for focused conversations about the challenges that come with stepping up.
For many, it meant working through client conversations, planning career moves, or simply realising they weren’t alone in facing particular pressures.
“The most significant learning for me was realising that the challenges I’m facing are not unique or a sign that I am ‘behind’. Hearing openly from an equity partner about similar pressures and decisions she’s navigated made the difference.”
Laurence Connolly Associate
Increased confidence, clearer direction
Mentees reported gaining confidence and clarity – in their judgement, their approach to sensitive issues, and their plans for progression.
100% of mentees said they’d recommend the programme to other Associates. 70% said it “fully met their expectations”, with the remaining 30% saying it met their expectations “to some extent”.
Key outcomes for mentees included:
Increased confidence and self-belief – Understanding that challenges aren’t unique, learning to trust their own judgement, and feeling more assured in their role.
Navigating difficult conversations – From raising sensitive issues to resolving client disputes with greater skill.
Career strategy and promotion – Planning for Senior Associate roles, networking across regions, and building familiarity with the wider business.
“I feel much more confident in my own ability, in my role. My mentor helped me with many aspects of my promotion and requirements needed, be it dealing with more senior staff client side or smoother dispute resolution. I have already reflected on and used many of the techniques, outlooks, or views he has helped me develop, and I feel so much more capable.”
Laura Burn Associate
The reverse-mentor effect
This wasn’t one-way. Mentors consistently reported that the programme strengthened their own leadership capabilities, broadened their perspective and offered genuine satisfaction from helping others succeed.
“As a mentor, I was able to reflect upon the advice I was offering, and considering if I was adopting a similar stance. I had hoped that if I could engage properly, this would be a 360-degree process. I received a lot of validation from my mentee. This was not what I was looking for, but that made the process so much more worthwhile than I expected. I was very humbled by this.”
Jim Hallan Partner
“Working with someone I wouldn’t have done normally, and seeing challenges from a different part of the business.”
Vicky Cotton Partner, and Head of Sustainability
“I had to push myself out of my comfort zone to sign up in the first place to be a mentor. I had ‘imposter syndrome’ doubts as to whether I was senior/experienced enough to be a mentor. However, I could see that my mentee found some of the things I suggested really helpful which has, in turn, helped me to ‘back myself’ more.”
Eleanor Newton Partner
Building connections across the business
One of the programme’s proven strengths was pairing people who wouldn’t normally work together – across service lines, offices, and seniority levels. That cross-pollination breaks down silos, builds understanding, and creates relationships that strengthen how we work as a firm.
“I strongly believe the mentoring programme plays a significant role in fostering a positive and supportive business culture, and I fully support its continuation. My mentor took the time to understand my goals and objectives, and was refreshingly direct and honest, which I greatly appreciated. They also provided support and guidance in areas I hadn’t realised I needed.”
Leigh-Ann Hector Accounts Associate
“One of my goals was to find ways to show clients the breadth of our expertise. Particularly in Glasgow, with building consultancy, and occupier services. In discussing this with my mentor, who was a partner in building consultancy, it was beneficial to hear his experience and that I am pushing this forward in the right way. We have since introduced building consultancy services to two new clients in Scotland, which originated from recent Property Management instructions.”
Liam McKenna Associate
What's next?
The feedback has been clear: our mentorship programme has helped people feel more confident, more supported, and more connected across the firm. This programme works because it focuses on real challenges and creates space for honest, useful conversations.
We are committed to continuing the programme and building on what we’ve learned.
We are currently taking time to reflect on all the feedback gathered so we can ensure future programmes evolve in the right way. We’ll share more information in due course, so please keep an eye out for updates.
Because developing our people – giving them the support, perspective, and confidence to step up – is central to building our culture of collaboration, autonomy, and empowerment at Workman.
