Individual mentoring

Clarity to decide, repertoire to lead, direction to move forward.

A structured mentoring cycle, centered on your development: career, positioning, reading of the environment and resilience.

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A cycle with a beginning, a cadence and a close. And one axis: you.

My work is to make you see what is not yet clear: in the environment, in your priorities, in yourself. And to support you in turning that clarity into your own decisions.

Murilo Pachioni · mentor

Mentoring, coaching and psychotherapy

what Mentoring is

Mentoring is neither coaching nor psychotherapy. Coaching facilitates your own thinking, mainly through questions, and does not presuppose experience in your field. Psychotherapy treats psychological suffering with clinical methods and, in Brazil, is practiced mainly by psychologists and psychiatrists. Mentoring uses some of coaching’s tools, but adds another layer, that of transferring lived experience: someone who has already travelled a similar path helps you read the environment, decide and act. It does not treat psychological suffering and does not replace clinical care.

The goal is not to create dependence but autonomy: that you grow and then go on without the mentor. It is what the tradition calls developmental mentoring: a distinction systematized by David Clutterbuck, co-founder of EMCC Global, the international mentoring and coaching council.

01
Individual mentoring · Who it's for

Three moments,
three inflection points
.

What changes from one moment to the next are the risks, not the formula. In all three, what decides is not only technical repertoire: it is the reading of the environment and the resilience to sustain what you decided. In all three, it is worth having beside you someone senior and outside the internal game, who sharpens your judgment and gives weight to your decisions. The mentoring adjusts to each case.

IHigh-potential talent
The first years of a corporate career: forming the habits, the repertoire and the reading of the environment that shape the trajectory.
See this moment →
IIProfessionals moving into management
The first team under your responsibility: moving beyond individual delivery and learning to produce through others.
See this moment →
IIIExecutives expanding their scope
New complexity: influence without direct authority, organizational politics and decisions in an ambiguous environment.
See this moment →
I
Individual mentoring · Moment I

High-potential talent

Early years of a corporate career: building the habits, repertoire, and environmental awareness that define the trajectory.

The organization evaluates what it can observe in someone who just arrived, and what it can observe is what's measurable. Once you've proven you deliver, the question changes: can this person be trusted with judgment. That second question has no target, no deadline, and shows up on no evaluation.
No one tells you when the question changes. You keep investing in delivering more, because that's what worked so far, while the organization is already evaluating something else.

More effort under the old criteria doesn't move the new one. It only moves your fatigue.

What tends to show up at this moment
01
In the last month, you took on at least one demand without knowing whether you could say no.
02
You can't say, in one sentence, what your leadership evaluates in you beyond the targets.
03
Work of yours has already been presented to a decision-maker by someone else.
04
In the last meeting with more senior people, you didn't speak.
05
You don't know who, besides your manager, weighs in on your evaluation.
Where mentoring acts at this moment
Diagnosis of the moment and the environment
The map of who decides, on what basis, and what's valued there that no one wrote down anywhere.
Criteria for deciding
What to accept and what to decline, with an argument you can say out loud and stand behind.
Presence in the conversations that evaluate you
Arriving having prepared what you'll say, instead of improvising or staying silent.
Emotional intelligence
Recognizing your own reaction in time to choose what to do with it. The work is on the real episode: the feedback that stung, the meeting where you froze.
Investment
Three-session cycle, R$ 750
Paid when you book the first session.
Each session runs 1 hour.
Book a conversation →
II
Individual mentoring · Moment II

Professionals moving into management

Your first team: moving from individual delivery to learning to produce through others.

Before the promotion, your evaluation and your satisfaction came from the same source: what you delivered with your own hands. After it, evaluation shifts to the team's output, while satisfaction keeps coming from your own delivery. That mismatch is what drives overwork.
There's a detail the organization rarely spells out: the technical competence that justified the promotion now gets in the way. You spot the error in the team's work in three seconds, and fixing it is faster than teaching.

Every time you fix it yourself instead of handing it back, you buy time today and sell time tomorrow.

What tends to show up at this moment
01
In the last week, you redid a team deliverable yourself instead of returning it with feedback.
02
There's a difficult conversation you've been postponing for more than two weeks.
03
You delegate the task and keep the decision.
04
Your calendar filled up and your own output dropped in the same quarter.
05
You became the manager of at least one person who used to be your peer.
Where mentoring acts at this moment
Criteria for deciding
What to prioritize, what to delegate, and what to hand back, and how to hold that line when redoing it yourself would be faster.
Executive repertoire, when the example makes the difference
How others went through the same transition, brought in when it changes your next conversation, not before.
Emotional intelligence
Recognizing your reaction and the team's in time to choose what to do with it. The work is on the real episode: the conversation you postponed, the feedback you didn't give.
Actionable career plan
Next moves and observable milestones, for you to carry between sessions.
Investment
Three-session cycle, R$ 750
Paid when you book the first session.
Each session runs 1 hour.
Book a conversation →
III
Individual mentoring · Moment III

Executives expanding their scope

New complexity: influence without direct authority, organizational politics, and decision-making in ambiguous environments.

The matrix structure exists because the organization needs two logics at once, product and country, function and business. It doesn't resolve the conflict between them: it transfers the conflict into your scope. Your role becomes the place where that tension is managed every day.
And there's a layer almost no one anticipates: the same behavior reads differently in each culture. Directness that sounds professional in one country sounds aggressive in another.

The decision stops happening in the meeting. The meeting becomes where the decision is ratified.

What tends to show up at this moment
01
You report to more than one line, and in the last few weeks the two asked for different things.
02
The same proposal was approved in one geography and blocked in another.
03
You found out about a decision affecting your scope after it had already been made.
04
You escalated to your boss a matter that was between you and a peer.
05
You prepare the same decision in more than one conversation before the meeting where it's announced.
Where mentoring acts at this moment
Organizational politics and matrix/global dynamics
Recognizing interests, alliances, and risks before they decide for you.
Scope negotiation and conversations with senior leadership
Presence and clarity wherever scope is assigned and wherever it's defended.
Criteria for deciding
A line of reasoning that crosses two reporting lines and survives being challenged in another geography.
Resilience
Going back to deciding well after a setback, not the absence of the setback. The work is on the real episode: the project that fell through, the decision that went wrong.
Investment
First session, R$ 300
It results in a quote with a number of sessions and a price, designed around your goals.
Each session runs 1 hour.

The seniority of this stage brings proportional complexity. The facilitation, technical preparation, and availability required are necessarily different. Consequently, the program's length and the investment are custom-tailored to your specific scenario.

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02
Individual mentoring · How it starts and how it runs

From first contact to a regular cadence, with no mystery.

One thing separates the two halves: the agreement. Before it, you pay nothing and commit to nothing.

Step 1
Initial conversation, at no cost

You write, we schedule, and together we check whether mentoring makes sense.

Step 2
Proposal and investment

If it makes sense, I present the format of the cycle and the investment, adjusted to your objective.

Step 3
Objectives in the first session

The cycle opens with objectives and milestones defined together.

01
Sessions
One to one, live, with an agenda drawn from your moment.
02
The method in the session
Every session runs through the five stages, from Observe to Anchor. The method in detail.
03
Cadence
Regular and agreed at the outset: traction without bureaucracy.
04
Cycle
A set of sessions with objectives defined at the start and a review at the close, when you fill in an evaluation of the cycle.
05
Between sessions
Practical moves for the real environment.

How much of this comes true depends on your work. Mentoring creates the conditions; it does not replace your effort.

Decisions made with criteria are born of an honest understanding of yourself and of the environment.

03
Individual mentoring · What I say up front

Two uncomfortable questions, and
when I say no
.

On one side, what you'd ask if you were in the room. On the other, what I turn down.

“I already have a manager who guides me. Why would I need a mentor?”
Because your manager is an interested party. He or she evaluates you, allocates your work and answers for your results. Your manager can be an excellent developer of people and still not be the person with whom you examine whether you should stay in this field, what you are getting wrong in front of them, or how to conduct a difficult conversation with them.
This is not a flaw in the manager. It is structure. Inside the organization, almost everything you say has a listener with an interest in what you said.
Mentoring does not replace that relationship. In practice it usually improves it, because part of what you would take to your manager unprepared starts arriving prepared.
“You are an engineer, not a psychologist, and you don’t work in HR. Does that change anything?”
It does, and that is exactly the point.
Mentoring is neither therapy nor coaching. In the literature that underpins the practice, what defines mentoring is the transfer of experience from someone who has already travelled the path. What qualifies a mentor is not clinical training. It is having lived in the environment the mentee is in, combined with a set of skills that enable someone to guide, orient and accelerate another person’s development.
It is not only about knowing a great deal on a subject, but about having the gift, the patience and the techniques to pass that knowledge on constructively.
And when the subject crosses the boundary into psychological suffering, I say so clearly and refer you on. That is among my commitments
, in writing.
Mentoring works in some situations and not in others. Recognizing that beforehand is more useful to you than discovering it in the third month.
When you expect me to decide in your place
The work here is to build the criteria with which you decide, not to hand over a ready-made decision. If what you want is someone to decide your development or your career for you and simply tell you what to do, I am not the way, because I believe a decision of that kind is not delegated to anyone. But if you are looking to discover and discuss possible paths, and how they connect with your real satisfaction in the future, get in touch.
When there is no work between sessions
What changes a trajectory does not happen in the session. It happens between one session and the next, when you conduct differently the meeting you always conducted the same way. A cycle in which nothing is tested between meetings becomes a sequence of good conversations without consequence.
When the subject is psychological suffering
Mentoring is not psychotherapy and does not replace clinical care. When what comes up in the session crosses that boundary, I say so clearly and refer you on, even if that interrupts the cycle. It is not a refusal: it is the right referral, and it is among my commitments.
When there is no minimum autonomy to act
Mentoring works with what is within your reach in your environment. If every relevant decision is out of your hands, and there is no margin at all for you to act differently, the obstacle is structural. In that case our conversation will be a different one: whether it is worth staying, and on what terms.
Saying no in time is part of the work. It is among my commitments
.

Testimonials

04
Individual mentoring · Testimonials
Context
[ Context: the moment and the challenge that brought the mentee here, in one line ]
Outcome
[ Observable outcome at the end of the cycle, in the mentee’s words ]
Young talent at the start of a career, consumer goods sector
Context
[ Context: the moment and the challenge that brought the mentee here, in one line ]
Outcome
[ Observable outcome at the end of the cycle, in the mentee’s words ]
Professional moving into management, industrial sector
Context
[ Context: the moment and the challenge that brought the mentee here, in one line ]
Outcome
[ Observable outcome at the end of the cycle, in the mentee’s words ]
Executive in a global scope, technology sector
05
Individual mentoring · Frequently asked questions

Frequently asked questions

Mentoring or coaching?+

In the EMCC Global tradition the two practices are not opposites: they sit on the same developmental continuum and share listening, presence and an ethical base. The difference lies in the degree of experience transfer. Coaching facilitates your own thinking, mainly through questions. Mentoring adds to that the repertoire of someone who has already travelled the path, offered at the right point. The NOVIDARO Method operates at that point of the continuum: it asks in order to structure the problem, and it transfers executive experience in order to accelerate the decision.

How long does a cycle last?+

The duration is defined at the start, according to the objective. A cycle brings together several sessions, and each session runs through the five stages of the method. At the end we review together what moved forward, what fell by the wayside and what the next steps are, with goals met or not.

Online or in person?+

Online by default, which allows a regular cadence from any city. In-person meetings happen when they make sense for both of us.

How is confidentiality handled?+

Everything you bring to the session stays between us. The exceptions are few and are in the contract before you sign: legal requirement, illegal activity, and concrete risk to your safety or to that of others. I adopt the Global Code of Ethics for Coaches, Mentors and Supervisors. The full commitments are here.

Preciso ter um objetivo definido para começar?+

No. The first sessions, in the Observe stage, help you design the objective.

Do I need a defined goal to start?+

The initial conversation, at no cost, exists precisely so that we can check this together.

Why do this with NOVIDARO?+

I have been through the three transitions the mentoring accompanies: the start of a career, the first team, and the leap into a global and matrix scope. It is that repertoire, of real cases in complex environments, that enters the conversation. The work happens in a cycle, not in a one-off session, because a behavioral pattern does not show up in an hour: it shows up over months, and it is on patterns that the mentoring acts. The method is my own and is published in full, together with the works it engages with, so you read the five stages before deciding whether to engage. And there is what the mentoring does not do: it does not promise promotion, it does not replace clinical care and it does not hand over a ready-made decision. You are the one who decides.

Does the mentoring work on resilience and emotional intelligence?+

Yes, and without turning it into a separate subject. Resilience, here, is the capacity to decide well again after a setback. Emotional intelligence is recognizing your own reaction, and that of others, in time to choose what to do with it. Both appear in the concrete case you bring: the conversation that got out of hand, the project that fell through, the promotion that did not come. There is no generic exercise and no personality test. There is the review of the real episode and what you will do next time.

Can my company sponsor the cycle? What does it get to know?+

It can, and the rule is set out in writing before we start, with you and with them. The sponsor receives confirmation that the cycle took place, the frequency and its conclusion. It does not receive topics, session content or any evaluation of you. If the request goes beyond what was agreed, I refuse and tell you. It is in the commitments.

Wouldn't a single session be better, just to try it out?+

A one-off session resolves a specific doubt, and that is not what mentoring does. What mentoring works on is pattern: what repeats in the way you decide, lead and position yourself. A pattern does not show up in an hour. It shows up over months, and that is why the cycle is the length it is.

There is also a risk in the one-off format: leaving a conversation with good advice and no context. Advice without a reading of the environment is the fastest way to apply the right thing in the wrong place.

The initial conversation exists precisely so that you can get to know me before any commitment. It is not a mentoring session. It is a check, for both sides.

What if I don't have anyone to talk to about this at the company?+

That is the most common case, and it is one of the reasons mentoring exists.

The more senior the role, the fewer people there are inside the organization with whom you can think aloud without consequence. Your manager evaluates you. Your peer competes with you. Your team depends on you. HR represents the company. All of them may be excellent people, and none of them occupies the place outside the game.

What is said in the session stays in the session, with the exceptions that are in the contract before you sign.

The next step

The first step is a conversation with no commitment.

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Looking for mentoring for your company? Get in touch.