A mentor, i.e. an experienced counsellor, stimulates a worker, guides him/her, and counsels him/her. Mentors often assist also in building up mentees’ career. The relationship between a mentor and a mentee should be like parenthood, like deep friendship and like an open, intimate, relation with a doctor or a lawyer. Mentoring may have contribution not only for the mentee and the mentor, but also for the organisation itself. The mentee gains new knowledge, skills, experience, and contacts. The mentor may come to notice of certain stereotypes in thinking; mentee may bring him a fresh point of view into solved problems. Mentoring also shortens worker’s adaptation period. Individuals, who have a mentor, reach better performance. However, mentoring may break down because of a row of potential problems. The first difficulty is that mentoring is time-consuming and requires high involvement on both sides. Another problem may be a big difference in mentor’s and mentee’s knowledge. Mentoring is deceptive also because the mentor may betray or on the contrary be betrayed. In the report, the authoress analyses the mentor’s role, contributions of mentoring, some difficulties of mentoring and premises for success in this relationship.