Many generations have relied on the power of mentoring to develop the talent and leadership in others. Mentorship, in the most simplistic sense, is a relationship in which a more experienced and knowledgeable person helps to guide someone who is less experienced person. It is an intentional, long-term relationship in which one person imparts experience, knowledge and insight, in order to develop the capacity and skills of the other person.
The mentorship process can be quite involved and intense, as it requires two willing individuals prepared to engage in this mentor-mentee contractual arrangement, which can be formal or informal.
The growth is mutual, as both mentor and mentee expand their knowledge, experience and skill levels; the mentor as a coach and facilitator of development, and the mentee as a learner and leader.
Here is the mindset that the mentee must bring to the mentorship relationship:
The mentee must be an active learner who recognises the need for additional insight and counsel. ‘Know it all’ emerging leaders are the worst to work with, and do not get very far in mentoring situations.
The mentee must be present in the process, and take responsibility for their own growth and development.
The mentee makes the effort to assess, internalise and effectively use the knowledge, skills, insights, perspectives or wisdom offered.
The most effective mentoring relationship is led by the mentee rather than the mentor.
Every company, regardless of its size, should have some sort of mentorship programme that prepares high flyers and emerging leaders for promotion up the corporate chain. Here is a quick five-step process to get started:
Step 1. Identify you’re ‘grade A’ employees. These are your absolute best employees, who have the capacity and temperament for leadership.
Step 2. Share with your senior leadership team the vision of a company where all leaders are expected to help in the growth and development of the next wave.
Step 3. Carefully and strategically pair the mentors and mentees, considering job function, gender, personality traits, communication styles etc.
Step 4. Launch the process by outlining the expectations and measurable outcomes. Share in detail all of the expectations of both mentor and mentee in the process, and develop a system to hold everyone accountable.
Step 5. Monitor, for the duration of the process, the progress of each mentor-mentee relationship. Do not allow anyone to slip through the cracks or resign their role as mentor/mentee.
Many companies and leaders talk a good game, but when the ‘rubber meets the road’ most are not prepared to use proven interventions to implement the change we so desperately need. Be the change agent today in your company. Change your organisational culture, and develop a mentorship programme.
• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.
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ohdrap4 7 years, 5 months ago
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