Amit Bhagat, Head of Libraries, Culture and Heritage Services at Brent Council was a mentor for our peer mentoring programme in 2025. Here he tells us more about why he wanted to get involved and how he found the scheme.
 

Hello Amit, please tell us a bit about yourself

I have been part of Brent Council since 2007, beginning my career as a Library Services Officer. Over the past 18 years, I’ve progressed through several roles—including Library Manager and Library Operations Manager—and I now serve as the Head of Libraries, Culture and Heritage Services, with a clear aspiration to move into a Director role in the future.

In my current position, I provide strategic leadership and direction across our libraries, culture, heritage, museum and archive services. I’m passionate about delivering high‑quality, innovative and community‑focused services that respond to evolving customer needs and align with both local and national priorities. My work centres on creating vibrant and accessible spaces and collections, strengthening governance and financial stewardship, and ensuring that resources are used effectively to deliver meaningful outcomes for our diverse communities.
 

Why did you choose to get involved in peer mentoring?

I chose to get involved in peer mentoring because I genuinely believe in the power of learning from one another. Throughout my career, I’ve been fortunate to have mentors who guided, supported and challenged me, and those experiences have played a major role in shaping the leader I am today.

Mentoring gives me the opportunity to give back—by sharing my knowledge, helping colleagues navigate challenges and supporting them to unlock their potential. But for me, mentoring is very much a two‑way process. Every conversation offers fresh perspectives and new insights, and I find that I grow just as much as the people I mentor.

Ultimately, I see peer mentoring as a way to build a culture of collaboration, confidence and empowerment—where we learn together and succeed together.

What did you expect from the programme?

I expected the programme to offer a meaningful opportunity to connect with colleagues, share experiences and learn from one another. I saw it as a chance to build a supportive network where we could speak openly about challenges, celebrate successes and exchange ideas that help us grow both personally and professionally.

For me, mentoring is not just about giving advice. It’s about creating a space for collaboration, reflection and mutual learning. I hoped the programme would strengthen relationships across the service and help foster a culture where everyone feels empowered, valued and able to reach their full potential.

How did you go about building a relationship with your mentee?

I focused on building a strong relationship with my mentee by first creating a safe, open space where they felt comfortable speaking honestly. I made active listening a priority—taking time to understand their goals, challenges and perspectives before offering any guidance.

Trust was essential, so I made sure to be approachable, consistent and reliable, and to keep our conversations positive and constructive. I also shared my own experiences—including mistakes and lessons learned—to make the relationship authentic and balanced.

Over time, this openness helped us build mutual respect and a genuine sense of partnership, which ultimately made the mentoring journey meaningful and rewarding for both of us.
 

What were the challenges you came across?

One of the key challenges I faced as a mentor was finding the right balance between offering guidance and giving my mentee the space to explore their own solutions. It can be tempting to step in with answers, but effective mentoring is about empowering others to think independently and build confidence in their decision‑making.

Another challenge was managing time—ensuring I could give the mentoring relationship the focus and consistency it deserved alongside a demanding workload.

I also needed to adapt my style to suit different personalities and learning preferences, which required flexibility, patience and thoughtful communication.

Although these challenges tested me, they also helped me grow. They strengthened my listening skills, improved my ability to tailor my support and ultimately made me a more effective mentor and leader.
 

How has the programme helped you to develop as a library leader?

The peer mentoring scheme offered me significant personal and professional benefits. It provided a valuable opportunity to step back from day‑to‑day operational pressures and reflect on my own leadership style.

Through mentoring, I strengthened key leadership skills—such as active listening, asking thoughtful and probing questions, and guiding rather than directing. These are essential capabilities for building trust, empowering others and leading effectively. The experience also enhanced my emotional intelligence, helping me better understand different perspectives and adapt my approach to a range of personalities and needs.

Most importantly, the scheme reinforced the importance of continuous learning. Every interaction with my mentee offered fresh insights and encouraged me to reflect on my own practice. Overall, the experience has made me a more empathetic, collaborative and strategic leader.

Final words

What I enjoyed most about the peer mentoring experience was the mutual learning and the chance to be part of a genuinely supportive environment. Watching my mentee grow in confidence and seeing their ideas develop over time was incredibly rewarding.

The process also encouraged me to reflect on my own practice and helped me gain fresh perspectives—something I always value as a leader. Above all, the real highlight was the trust we built together. That sense of partnership made the experience meaningful, and I’d like to take this opportunity to thank my mentee for being engaged, open and an excellent partner throughout the journey.