Mentoring

Mentoring was originally part of Employee Development, but it is different enough to deserve its own post.  Besides, many people have told me that my posts are too long to absorb in one read.  This is my attempt to break it up a little.  Interestingly, my longest posts get the most views.

What is the difference between Employee Development and Mentoring?

Employee Development is what a manager does with several employees under their charge.  This is actually part of the job description, or at least the expectation of good management.  Mentoring, on the other hand, is a 1on1 relationship between a "Mentor", and a "Protege" that can, and usually does, last a long time and transcend jobs and companies.  It is common for the mentor/protege relationship to begin when both people working for the same company with the mentor being senior to the protege.  The protege often reports to the mentor, but sometimes they are in different areas of a company.  The relationship can be a long lasting one that stays in tact after both people have left the company and sometimes the mentor may be retired while the protege maintains the relationship while still progressing in their career.  This relationship is usually the foundation for a long lasting bond that is not only professional, but a strong friendship.

How does a manager foster a mentoring relationship?
The basic elements of a mentoring relationship is the mentor believes they have something to offer the protege and the desire to guide them and the protege values the wisdom and experience of the mentor.

1. Mutual trust and respect - For the relationship to work, both parties must trust each other.  This means keeping the conversations confidential.  The mentor must truly believe in the protege's potential and each must respect the judgement of the other.   
2. Be available - If a junior manager or employee seeks the manager's guidance, they must be available to help.  This doesn't mean just physically available, but able to give the protege undivided attention and thoughtful advice.
3. Maintain credibility - The mentor must have more than just good common sense.  They should know the industry, the culture of companies, and the potential political pitfalls of the corporate world, etc.
4. Listen - The protege should make their own decisions and sometimes may just need a sounding board before taking a career step.  Asking questions that will help the protege talk, and think, through all of the factors in making a decision may be the best way to help them.
5. Have empathy - The protege may be struggling with decisions that may seem obvious to the mentor because of their experience, but the mentor must put themselves in the shoes of an inexperienced person, or at least recognize how difficult the decision may be for the protege.
6. Be honest - A protege may want to go in a direction that the mentor does not think will be successful, or that the protege is not yet ready to tackle. It is the protege's decision to make, but if they are not ready the mentor must let them know and have specific, concrete reasons why.
7. Develop good coaching skills - The interesting thing about coaching is that it is about knowing how to perform as opposed to doing the actual performing.  The best coach gets satisfaction from watching, from a distance, while the athlete performs.  The coach knows that their contribution was essential, but may not be readily apparent to either the athlete or the spectators.  The mentor must learn to provide a guiding hand without needing to be in the spotlight.

That's what I think.  Tell me what you think.