Mentoring, coaching, and the balance in between
A look at the difference between giving answers and helping people find their own, and when each is right.
The two hats we wear
One of the most rewarding parts of growing into a senior design role is realizing that people now look to you for guidance. It’s not just about pixels, flows, Figma tips or documents anymore, it’s about people. And the funny thing is, there are two very different ways to guide: mentoring and coaching.
As mentors, we’re often the ones saying, “Here’s how I’ve done it, here’s a shortcut, here’s a lesson I learned”. It’s generous, direct, and time-saving. Mentoring gives people concrete answers to move forward faster, and it helps them avoid the potholes we fell into when we were at their stage.
As coaches, the role shifts. Instead of giving the answer, you ask the question. You help someone think through the problem, explore options, and land on a path that feels like their own. They own the solution. Coaching is slower, sometimes even a little uncomfortable, but it builds something deeper: confidence, ownership, and the ability to stand on their own two feet.
Both are powerful. Both are needed.
Knowing when to switch modes
The tricky part is learning when to wear which hat.
Mentoring shines when someone is brand new to the work or facing a challenge you’ve been through a dozen times. Why let them stumble through avoidable mistakes? Sharing knowledge saves time and builds trust. It also shows humility as you’ve made those mistakes, and you’re willing to share them so others don’t have to.
Coaching matters when someone is ready and wants to stretch or requires more in-depth guidance. They might not need your answer as much as they need help discovering theirs. That’s where you step back, ask “What options do you see?” and resist the urge to jump in with a solution. Coaching is an investment. It often takes longer, but it leaves someone with a skill they can carry into the next challenge without you.
In my experience, mentoring creates momentum, while coaching creates growth.
Why some people find it easier than others
It’s worth acknowledging that mentoring and coaching don’t come naturally to everyone. Some designers thrive on being active listeners, noticing when someone is stuck, and gently nudging them forward. For them, coaching feels natural because curiosity and empathy come easily.Others are energized by problem-solving and sharing what they know. They love passing along shortcuts, frameworks, or lessons learned. Mentoring is often their default mode because it plays to their strengths.
Neither is “better” or “worse.” The real opportunity is recognizing where you naturally lean, and then practicing the other side so you can meet people where they are. Over time, even if one style isn’t your instinct, you can build the awareness and patience to flex into it when the moment calls for it.
The hidden challenge for seniors
The reality is that many of us default to mentoring because giving answers feels natural. It’s quicker, it shows our expertise, and in many organizations it’s even seen as a sign of leadership. But the leaders who stand out aren’t the ones who always jump in with solutions, they’re the ones who pause, listen fully, and then decide whether an answer or a thoughtful question will be more valuable in that moment.
Coaching requires a little more patience and a willingness to sit in silence while someone thinks. It can feel inefficient. But that’s exactly why it matters: coaching is less about solving the immediate problem and more about shaping the kind of designer someone is becoming.
What we really owe the next generation
At the heart of it, what we owe is not just answers or even questions, it’s attention. Being willing to pause our busy lives and schedules, and show up for someone else’s growth is what really counts, especially if you are a manager. The choice to mentor or coach is secondary to the bigger signal we send: you matter, and I believe in your potential.
Think back to your own career. Chances are, you can still remember the people who took the time to guide you. Maybe they offered quick advice that saved you weeks of frustration, or maybe they asked just the right question that nudged you into a breakthrough. Either way, they helped you out.
A positive closing thought
The best senior designers I’ve worked with aren’t defined by the artifacts they created but by the people they lifted along the way. That’s the real legacy of seniority to me, not the number of launches, but the number of people who are better because they were in their corner.
So if you’re in a position to guide others, experiment with both mentoring and coaching. Share generously, but also step back and listen. Push people when they need a challenge, and shield them when they need support. It’s a balance, and the more you practice it, the more you’ll find that you’re not just shaping designers, you’re shaping a healthier, more supportive culture for all of us.