Pass on insights, knowledge and skills.
Whether it's some advice for a friend on helping them look for a new job, or guidance for a child embarking on their first day at school, many of us regularly use our knowledge and experience to help and guide others.
But this type of help and guidance isn't just useful for our friends and family – by mentoring in the workplace, you can help people increase their effectiveness, advance their careers, and create a more productive organization. Being a mentor can also be very rewarding.
In this article, we'll look at the benefits of mentoring, and the skills you need to be a good mentor. We'll also look at setting up and managing an effective mentoring relationship.
Mentoring is a relationship between two people – the "mentor" and the "mentee." As a mentor, you pass on valuable skills, knowledge and insights to your mentee to help them develop their career.
Mentoring can help the mentee feel more confident and self-supporting. Mentees can also develop a clearer sense of what they want in their careers and their personal lives. They will develop greater self-awareness and see the world, and themselves, as others do.
For an organization, mentoring is a good way of efficiently transferring valuable competencies from one person to another. This expands the organization's skills base, helps to build strong teams, and can form part of a well planned Succession Planning strategy. Many apprenticeship schemes are based on the principles of mentoring.
There are two main types of mentoring:
This article focuses mostly on developmental mentoring.
To be a good mentor, you need similar skills to those used in coaching , with one big difference – you must have experience relevant to the mentee's situation. This can be technical experience, management experience, or simply life experience.
To be an effective mentor, you need to:
Remember, mentoring is about transferring information, competence, and experience to mentees, so that they can make good use of this, and build their confidence accordingly. As a mentor, you are there to encourage, nurture, and provide support, because you've already "walked the path" of the mentee.
Also remember that mentoring is about structured development – you don't have to tell the mentee everything you know about a subject, at every opportunity.
Heron's Six Categories of Intervention provides a useful framework for analyzing how you can help people more effectively.
Below are some guidelines for setting up and running a successful mentoring arrangement:
A mentoring relationship is one of mutual trust and respect. So meet regularly, and lead by example. The mentoring conversation may be informal, but treat the overall arrangement with formality and professionalism.
If possible, conduct mentoring meetings away from the mentee's normal working environment. A change of environment helps remove the conversation from everyday perspectives.
If you're not honest, a mentoring meeting will probably be a waste of time for both of you. Discuss current top issues or concerns. Sometimes an honest exchange leads to the mentor and mentee deciding that they don't really like or respect each other. It's better to know up front and build from this sort of understanding, rather than have it hurt the relationship.
Use the mentoring session to exchange views and give the mentee guidance, and don't just give the mentee immediate answers to a problem. A simple answer to a problem is rarely as valuable as understanding how to approach such problems in the future.
Establish some rules or a charter for the mentoring arrangement, with desired outcomes. This could be a set agenda for points to cover, or some performance goals for the mentee to pursue outside of their regular appraisal structure. (One of the key reasons that mentoring can fail is that there's a fundamental misunderstanding about what's expected from the mentor and mentee.)
Most mentoring arrangements work best when they're outside of the day-to-day line management relationship between people. That doesn't mean that you can't mentor the people in your team, but it's often best to have a mentoring relationship that crosses reporting lines.
In a small organization, you may not have this option. If this is the case, make sure everyone knows when you're acting as a mentor, rather than as a manager.
Mentoring is a great way to progress a person's professional and personal development, and help create a more productive organization. It can also be very rewarding – for the mentor and the mentee.
Treat the mentoring relationship with the respect it deserves. Focus the relationship on the mentee's needs, and use the powerful skills of smart questioning, active listening, and value-added feedback to achieve the best outcomes from your mentoring.
To keep the mentoring relationship on track, set regular mentor meetings, be honest and open, and don't look for quick fixes. Mentoring is a long-term commitment.
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