3 Steps to Creating the Perfect Mentorship Process

January 4, 2017

8:30 pm

The best mentors understand that by being a mentor, they will be forced to articulate their experience and expertise in a way that the mentee understands. That can be a huge benefit to the mentor, both in terms of their ability to communicate and their ability to think about and optimize the processes that have made them successful in the first place.

Ensuring that the benefits and obligations are clear to both parties is crucial to building mentoring schemes that don’t quickly fall into dysfunctional box-ticking exercises. So, what can a mentor do to ensure that the mentoring process is beneficial to everyone involved?

Put Effort Into Developing the Relationship

The mentoring relationship is closer than the typical management relationship. And like all close relationships, it requires careful cultivation of trust and understanding. Make an effort to be available to the mentee, but put clear boundaries around that availability. I’ve had mentees who never made the effort to get in touch, and mentees who would bombard me with emails at every hour of the day. Neither approach is productive for either party. My technique is to set aside an hour or so each week for direct contact, and encourage the mentee to come to the meeting with a prepared set of questions, queries and thoughts.

I make myself available outside of that time if it’s necessary, but unless it really is an emergency I will reply to “out-of-band” communications with pointers to things the mentee can think about in preparation for our meeting.

It’s important to note that I don’t consider the meeting to be a “business only” time. Every part of a mentee’s life impacts their work and advancement, and I’m quite prepared to discuss life issues in a nonjudgmental way. On the other hand, it’s important that mentor meetings don’t degrade into an ad-hoc therapy session, which is why I always encourage mentees to have an agenda that they’ve put serious thought into.

Clearly Express What You Expect of the Mentee

The best mentorships are those where both parties clearly understand what to expect from each other. In my personal mentoring, the least satisfying outcomes were generally the result of differing views of what we expected to achieve. One mentee appeared to believe that their job was to simply sit and listen to what I had to say, as if wisdom would fall from my lips straight into their brain. That’s not how it works.

Mentoring requires the active participation of both parties. It’s easy to tell if a mentee has thought through a specific problem and is asking for guidance to supplement their own ideas, or if they just expect me to solve their problems for them. Encouraging active mental participation is key.

Cultivate Trust With Empathy

In many companies, there’s a culture of relentless positivity and optimism, especially towards the business itself. Employees are expected to know where they are going and be happy about it. In reality, most people have doubts about their chosen course and the possibilities offered.

Understanding that doubt, frustration and hesitation are natural, and exercising a little empathy are key to developing a trusting relationship where the mentor can identify the best course for the mentee and help put them on it. Most entrepreneurs are alpha types who want to solve problems with concrete advice drawn from their experience. Sometimes, that can get in the way of listening and understanding. Just as I think it’s important for mentees to think through their problems and have solutions in mind, I think it’s important for mentors to listen and to put time into thinking through any issues the mentee has in their wider context. Don’t just reel off anodyne homilies, or standard “pull-yourself-together” type responses — they’re rarely helpful.

Exercising empathy to develop a real understanding of the issue increases the likelihood of a positive career outcome for the mentee, and a better result for the business as a whole.

Mentoring is a significant responsibility for managers and it’s one that can take them out of their comfort zone. But it can be hugely valuable for everyone involved.

This article is courtesy of BusinessCollective, featuring thought leadership content by ambitious young entrepreneurs, executives & small business owners.

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