Mentoring is a business learning and development strategy which includes quality time with someone with specific knowledge, skills or experience (the mentor) who guides, coaches, advises, and supports another’s (the mentee) professional journey.
A previous and now outdated model of mentoring was defined by a long-term relationship where a seasoned executive sought out and mentored a younger version of himself. The mentor was the authority who held the keys to success and was willing to share the knowledge of his own journey. The mentee (sometimes called protégé) listened, learned the ropes and faithfully modeled his mentor. In return, he would receive choice assignments and introductions to persons of influence, promoting fast upward mobility in his career.
Today, mentoring is re-emerging in the workplace as a way to support accelerated learning and career growth for employees and future leaders. The model this time, however, is much more flexible. It can be formal, informal, and of short or long duration. It can be outcome-based, or time based, and it is not uncommon for professionals to simultaneously be a mentor and have a mentor. Mentors can be higher up in an organization, or they can also be professional peers.
With multiple generations and greater diversity in the workplace, there is immense opportunity for reciprocal learning. Consider the seasoned manager in his forties or fifties who is paired with a female twenty-something high potential employee. He can offer her the perspective of his many years in a particular industry or discipline, and help her to navigate the challenging political terrain. In return, she can offer him perspective on the younger generation’s way of doing business, and perhaps mentor him on current and rapidly changing technology.
The more diverse the pairing of mentor and mentee, the greater the potential for a rich and rewarding experience. For this to happen, however, both participants must be open minded and appreciative of the potential value that each brings to the table. Pre-conceived notions and biases about age, gender or ethnicity by either party will undermine the relationship, prevent trust, and block the learning experience. It is imperative therefore, that company-matched pairings are carefully selected for compatibility, and supported and monitored to provide a positive experience for both.
In order to do this, expectations need to be clearly defined from the beginning. Both partners should approach the process as a mutual learning opportunity with each person accepting accountability for his or her role. From the beginning, they need to co-create goals, expectations and outcomes, and agree to give honest feedback to one another along the way. Most importantly, there needs to be a willingness to listen to one another respectfully and non-judgmentally, to share openly, and be willing to reveal vulnerability when appropriate.
A successful mentoring process benefits everyone involved. The individuals get exposure to new ideas and ways of doing things, advancement of knowledge, networking and interpersonal skills, and accelerated support toward achieving their goals. The organization that creates and supports mentoring programs benefits as well. There is a greater ability to attract and retain valuable talent, and to promote increased employee engagement, motivation, and commitment. Mentoring also helps to retain corporate knowledge and the sharing of organizational culture and values.
