In this three part series we will look at mentoring and see if it can fit with your business and succession plan.

When implemented as a business tool mentoring can be, if used wisely, a powerful method for building capacity in organizations. Succession planning, growth strategies, employee retention, self improvement and job satisfaction are just some of the by- products of a healthy mentoring relationship. Ideally the program will not be static but have the capacity to change with the demands of the industry or the needs of the business and persons involved. If however the mentoring program becomes "another program" with hidden agendas, buy in is diminished and the effectiveness of the program compromised. It is vital to establish the type of mentoring program that will best suit the company's needs. The goals should be clearly defined.

The term "Mentoring" can be difficult to define. There is often confusion when talking about mentoring and the meaning can blur between coaching, training and orientation. It is important to understand the subtle nuances that can differentiate between terms. Good interpretation leads to strong application.

Mentoring is usually a one-to-one relationship based on encouragement, constructive comments, openness, mutual trust, respect, and a willingness to learn and share. In a business setting it exists between a more experienced employee (sometimes, but not necessarily, a supervisor) and a less experienced employee (e.g. a student).

In the often rush to label terms we end up missing the key factors that make mentoring a powerful and personal experience. Training is usually seen as task specific. You receive training in operating a piece of machinery or the process of completing a task. Mentoring is much more encompassing and often includes a wide range of issues. Mentoring is usually more relational whereas coaching is usually more functional.

We often think of mentoring as a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development; mentoring entails informal communication, usually face-to- face.

How would you choose to be mentored? Can you think of someone who has been your mentor? What did they show you and how did they do it? Was it a task, a life lesson, a way of being or a critical intervention? How do you remember them and why? What worked? Answering these types of questions can help to identify what you want and need out of a mentoring program.

In the next article we will look at what makes a strong candidate for a mentee and how to establish the relationship.

Mentoring Part 2: The Mentee

In the past article we looked at the definition of mentoring. We identified that the goals should be clearly defined. In this next edition we will look at what makes a strong candidate for a mentee and how to establish the relationship.

Often I am approached by people that want to give back and contribute. Many of these people have had years experience in their field and desire to share the knowledge and wisdom that they have accumulated over the past. This was often the case when a master would pass on their life lessons to their apprentices. Many times locked inside the heads of an experienced person is wisdom and knowledge inaccessible through book learning or training programs. This holistic approach can give the mentee the answer to the why behind decision making.

Mentoring needs the buy in of both parties. It is fine to have a mentor that wants to share however without equal desire from the mentee the relationship is untenable. The arrangement is relationship based. Mentors and mentees will need to be paired to match their individual learning styles.

Mentoring program manager/Lead

It can be difficult for a younger person to ask for help. It can be more difficult for them to ask for a mentor. What you as a business manager may think is a good fit may not work for either party. Mentors and mentees will need to be paired to match their individual learning styles. Visual learners and auditory learners will need communication techniques that will cater to their strengths. A mentor for one person may not fit for another.
Good pairing builds capacity

An effective mentoring program manager can often make the difference between failed mentoring relationships and successful ones and in turn failed or successful mentoring programs. For many people mentors are like gold nuggets. They have to be in the right place to be found and you have to look for them. However there is a whole community of wisdom surrounding us. Not knowing how to access it can present a barrier. The coupling of willing mentors and mentees may take an intermediary to assist with a strong pairing. These intermediaries can be HR managers, executives or consultants. They need to be readily accessible to all parties involved.

A strong potential Mentee

A strong mentee is a pleasure to mentor. These people are the ones you remember by their motivation.
The mentee must have openness, a willingness to learn and a desire to change. Mentees, when presented with the unique opportunity to access a mentor, welcome the information and available resources. They are curious, ambitious, and intellectually mature and are marked by a courageous desire to ask questions. Their potential is matched by their drive for excellence and is identifiable through their actions and not only just words- an important distinction. If the right opportunity arises the potential mentees can source the wisdom readily. Thinking of who you would like to mentor may help define strong candidates. The strong mentee is someone you probably know. They have an "attitude" of openness and of motivation. They are the ones who will take work home and ask questions and more questions.

Helping move these workers forward through a mentoring process builds strong connections and potential long term benefits to the company, the mentor and the community.

In the next article we will look at what makes a strong mentor, who can mentor and how they can transfer their knowledge.

Mentoring Part 3: Strong Mentors

In the previous article we looked at mentees and their characteristics. In this article we will look at what makes a strong mentor, who can mentor and how they can transfer their knowledge.

Mentors can come in all sizes and shapes and may possess very different characteristics and personalities. However a strong mentor will display some consistent traits such as:

- Is an established employee
- Understands the organization and its culture
- Understands the role of a mentor
- Welcomes the opportunity to mentor and is available and willing to spend time with the mentee providing appropriate guidance and feedback
- Personal characteristics include: Enjoys helping others; is open-minded, flexible, empathetic, and encouraging; patient with strong communications skills and stimulates the mentee's thinking through the development of thoughtfulness and personal reflection

The mentor is a model, a motivator and a counselor to the mentee. They can help the mentee goal plan and set objectives, create learning opportunities, transfer knowledge, assist with critical thinking and develop openness. A model mentor will:

- Assist the mentee understand the organizational culture
- Recommend and/or create learning opportunities
- Transfer knowledge in areas such as communication, critical thinking, responsibility, flexibility, and teamwork
- Identify strengths and areas for development
- Be available to answer any questions (may involve after hour communication)
- Provide guidance on personal matters that can help the mentee achieve success in the organization.

Mentoring

Mentoring is not just restricted to the young. Mentoring can happen with a more experienced youth (usually older) mentoring a younger person. However, sometimes a younger person can also mentor an older person.
Many middle aged people can also access senior mentors who can help with important life, work and career transitions. When a senior executive wants to transition, having a mature successor that can understand company philosophies may be a key factor in forward planning.

Different Strokes

Potential mentors may need training too. Even though the mentor can possess a mountain of knowledge they may need assistance to get it out to the mentee. This process of training mentors can give the company many spin off benefits. Teaching and mentoring is an acquired skill. With the right training a mentor will potentially gain a new set of transferable skills making them more of an asset to the company. The self worth the mentor gains is also a benefit.

You may be modeling more than you know. Again if you think back to a time in your life how did you get your knowledge or wisdom? Often it was through observing, listening and copying others. If the role models were strong you likely learned through knowledge assimilation.

Strong mentors can do great things for a company's future and long term success. The mentor can leave a lasting legacy. The mentee can carry the wisdom into the future and hopefully again "pay it forward".

If you are considering a mentoring program for your business look past the word "program" and establish tangible goals of what you hope to achieve. Be clear to your purpose. The term's name is not as important as the desired outcomes. You can rely solely on training or educational institutes to inspire your staff- or you can couple education with the incredible expertise of the personnel already present within your organization. Mentoring can complement existing company policies and provide the missing link to long term success.