Much has been said about mentoring, since the very early discussion of the process in the Harvard Business Review back in 1979. Volumes have been written and the topic has been examined and reexamined from various vantage points, including the actual functions of mentoring (career related vs. psychosocial support), intended career outcomes (increased compensation, promotions) and impact upon work life in general (overall job satisfaction).
To put it plainly – mentoring is not new
Consider the term “apprentice” for a moment (Don’t think Trump – think Aristotle) – mentoring has essentially been around for ages. However, the more I read of the concept possibly being outdated, the more I believe that mentoring is not going anywhere soon - and will evolve with changes in organizational culture and technology. Of course, the basic concept of mentoring is simple and brilliant – you spend time with someone who knows more than you about a subject – you observe, reflect and learn something that enhances your life or career.
Lately there has been evidence that the process may work a bit better for men than women. Read about that here. That’s a crying shame – but whether we are discussing men or women, problems with mentoring may arise because some basic steps are just not followed. Other problems arise because we are not utilizing newer, creative applications of the mentoring process.
Guidelines to maximize the process and avoid a few pitfalls
1. Decide if you need a mentor, a sponsor (a different kind of mentor) or both. Where a mentor may help with a skill set or knowledge base, a sponsor should focus on moving you through an organization, help you secure challenging assignments or enhance your visibility. You may need both to reach all of your goals.
2. Research tells us that mentoring relationships must be mutual – not assigned. The matching process should be left to personal choice, where the mentor and mentee agree to collaborate. If possible, meet more than one potential mentor and try to be sure there is potential for a real bond. In an ideal world, formal programs would allow mentees the opportunity to meet a number of appropriate matches before a choice is made. If you don’t have access to a mentoring program (you work on your own), there are new options such as Studentmentor.org and Micromentor.org available to seek out an appropriate mentor choice.
3. Whether you work at an organization or on your own, define the goals of the relationship. If you feel it is important enough to enter into a mentor relationship, you should outline a clear picture as to what you need. Then set specific long and short-term goals with your mentor or sponsor. Do you want to master a specific skill or knowledge base? Would you like increased visibility? Have the goal discussion early and often. This will benefit your mentor, as well. You can also look into social media tools like Rypple, to communicate with your mentor and keep track of goals, actions and facilitate feedback.
4. Think outside of the box when choosing a mentor – even outside your current organization. There has been the suggestion to convene a “Board of Directors” for your career. This group would not be left behind if you change organizations. So, you would not only have an internal mentor or sponsor, but a group of external experts to help guide you as well. Moreover, don’t rule out less established or younger employees as potential mentors. If an individual is an expert, consider them a candidate to be your mentor.
5. Don’t subscribe to the notion that “dissenting opinions are not allowed”. Strive to embrace constructive criticism. Some tips for that here. It’s tough to do, but remember you are in the relationship to learn. What you don’t know can hurt your career – so be open to whatever feedback comes your way.
6. Be respectful, but don’t trade things running smoothly at the cost of a productive relationship. Ask for what you need and rock the boat just a bit if necessary. Be diplomatic, and voice your concern if you find that the relationship has reached an obstacle or impasse.
All in all, mentoring should be a positive process -
But things can go wrong. If you have a strong feeling that the dynamic is less than stellar, you may need to move on.
Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. You can find her on Twitter and Linkedin.
