What is Mentoring:
(Content courtesy - from a session attained in past)
“ If you would thoroughly know anything , teach it to others”
The best leaders enjoy helping their people to learn, grow and succeed in their career. At times these relationships grow to a mentoring arrangement.
Mentoring goes beyond simply directing and instructing others. Mentors are advisers, teachers, sounding boards, cheer leaders and critics rolled into one.
Through mentoring you can give those who are less experienced an opportunity to improve their understanding of business practices, understand the policies, discuss problems , analyze and learn from mistakes of others and celebrate success. Leaders are expected to share their wisdom with people from other parts of the organization known as mentees.
The mentees tend to learn more quickly than they would through the normal process of trial and error.
Consider your mentoring commitment carefully – Don’t agree to mentor someone if you don’t have the time and/or interest.
- Be clear how much time you are able to give to mentoring relationship.
- Look for informal as well as formal mentoring opportunities
- Consider whether your company would benefit from a formal relationship or is it done informally
- It takes time to develop the relationship . What skills abilities , or knowledge needs improvement
- Decide frequency of meetings
- Notice of cancellations
- Topics that would off limits
- Establish a pace that is reasonable
- Don’t try to download your knowledge and experience all at once Remember you did not learn everything all at once
- Keep your mentoring discussions focused on relevant goals and challenges that your protégé (protege) is facing, learning is often most effective when delivered just in time
- Be accessible
- You may choose weekly, biweekly or monthly meetings
- Establish parameters for when you are available for consultations by e-mail or voice mail between mentoring sessions
- Offer your own ideas based on your experience but don’t expect that your mentee would necessarily do things the way you do it
- Encourage creative individual thinking
- Be an encouraging confident
- Encourage your protégé or mentee to aim at high standards and push him to set up challenging goals. Raise the bar when you feel they are ready
- Balance praise and constructive criticism
- Help protégé to do analysis but remind them that mistakes are part of learning
- Treat your discussions as confidential as possible. Respect the trust of your protégé
- Acknowledge and celebrate success
- Don’t give all the answers
- When protégé asks for your help with a problem, ask him to suggest few solutions. Encourage discussions and exploration of various courses of action, raising any significant concern or points your protégé has missed
- Influence your protégé to take specific direction only if you feel he might be about to choose a course of action.
- Otherwise encourage your protégé to make choices and decisions that he feels are best
- Know when it is time to let go
- When protégé becomes proficient and is reluctant to tell that he has out grown you or may simply be unaware that it is time to move on
- Help your mentee to plan the future before ending your formal mentoring relationship
- General transferable qualities of leaders across the board
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