Strengthen Your Mentoring Program
“We have tried the mentoring program several times. The young people, mentees, just do not listen,” a C-level executive of an ex-client company complained. “Mentors tell them what to do but they either do not do it or keep on reapeating the same mistakes.”
I have learned much from young and upcoming executives over twenty years of coaching and consulting. How? Well, you must know your stuff well before teaching someone. You must also understand what mentoring is and how to mentor.
The mentor-mentee relationship is one of give-and-take. For a list of do’s and don’ts, refer to the article “Mentors and Mentees.” To learn how to give or receive feedback, go to “Feedback and Mentoring.”
Here are some learnings I share with you:
- So what if you are high up in the organization? Ignore your position in the organization.
Your organizational level only automatically makes you an expert at some things.
As an Executive Director and Vice President at a large telecom software company, I had a young person familiar with retail POS systems. His expertise was valuable in designing and installing OSS (Operational Systems and Software) for one of our large customers.
Everyone can be an expert in something. Avoid protocol coming in the way of sharing.
- Initiate a discussion with a potential mentor respectfully, clearly, and tactfully.
To start a mentorship, express admiration for their work, align your aspirations, communicate what you hope to gain, commit time and energy, and offer to contribute with a fresh perspective.
- Look for potential and promise in a person you are mentoring.
Sharing your insights and experiences is essential when approaching someone for mentorship. Ensure mentorship is both welcomed and beneficial.
- Agree upon the rules and expectations in advance.
Define expectations and responsibilities for each person in the relationship, especially regarding career advancement. Set clear rules and avoid making assumptions about off-limit subjects or behaviors.
- Have an agenda, but not so rigid.
Have structured meetings with an agenda in a conference room or over lunch, including with mentors or mentees. Stick to the purpose, but be bold and explore good ideas that arise. Just make sure they’re relevant and won’t derail the agenda.
- Ask good questions.
Mentor-mentee communication is crucial. Mentees should ask questions without fear, while mentors must ask questions that challenge their assumptions and encourage critical thinking and creative problem-solving.
- Share your experiences, good, bad, and ugly.
Mentors must be willing to share experiences, good and bad. Sharing history encourages curious minds to learn from others’ experiences. To ensure an open dialog, agree that discussions in mentor meetings are confidential.
If done correctly, mentoring can be the backbone of any company. It allows experienced employees to pass on their knowledge to new hires. A robust mentoring program is a necessary and valuable tool for creating highly effective organizations and exemplary employees.
Mentoring is my passion. I have helped people start businesses and achieve greater success in their current endeavors. Please check out the books I have published:
- Start: The Starters’ Playbook
- The World Is A BAZAAR – LIFE IS A NEGOTIATION—skills to inject success, creativity, and fun into your life, relationships, and work.
I would love to hear about your experiences! Please share your stories at satishmehtausa@gmail.com. Please forward this knowledge letter to those who could benefit from it. They can subscribe to it here or by clicking on the link below.
Thank you,
