Structured mentoring programs provide established goals and objectives and clarify expectations and access for the mentee. Institutions often tailor these programs to meet their cultural and leadership needs, guiding the mentee in their current position and future growth opportunities. Such internal programs assist with succession planning and other forms of professional development, but not all institutions have the resources to support them. Anticipating staff and operation growth will become increasingly challenging for many higher education leaders during the next decade, especially as they evaluate the need for more diverse programs with the necessary support facilities, faculty/staff, and services. Groves (2007) recommends creating and sustaining a network of mentoring relationships within the organization and integrating leadership development with succession planning. Such an approach requires a commitment from senior leadership to embrace an organization-wide model. Key steps include identifying potential candidates for leadership from within, assigning activities that will foster their growth, and enhancing their visibility (Groves 2007).