Originally published in the February 2003 Issue of Link & Learn.

The case for mentoring in organizations is now more compelling than ever. It is clear that mentoring supports the retention, development, and engagement of today's workforce. It is a direct link to an organization's productivity and, ultimately, profitability. No one really needs to be convinced as to what a powerful and dynamic process mentoring can be for both employees and organizations. It has the potential to elevate corporate dialogue from the mundane to the truly transformational. But the key concern has always been this: How do managers learn the skills, find the time, and build the relationships necessary to make it successful?

Business Week reports that over 35% of employees who are not being mentored within 12 months of being hired, are actively looking for a job!

Many mentoring programs begin with high energy and good intentions, but end up with little impact and less long-term follow-through. In our current organizational climate there is a pressing need for a practical way to educate managers and leaders quickly so that they see mentoring as a positive experience rather than a burden. The task is to integrate a simple and effective method to give managers, team leaders, and individual contributors the basic skills and practical how-to's of mentoring others that makes it part of their on-going responsibilities instead of just an add-on.

It's a rare organization today that can afford to take mentoring partners offsite for extended training. The alternative is to provide an easy self-study process or brief facilitated program that highlights the most important aspects of the mentoring process and gets mentors started immediately.

What Mentors Do

Everyone brings unique experiences and expertise to the mentoring relationship. Allowing mentors to begin with their strengths gives them confidence and comfort with the process. Here are four different ways mentors can work with their partners. Mentors can try on each of these to see which works best for them:

1) The Guide

• Helps partners in their learning by showing them different paths and warning of potential pitfalls.
• Shares strategic views of the organization.
• Helps partners reflect on their attitudes, skills, and patterns of behaviors and whether they help or hinder their success.
• Asks questions that challenge partners to think, analyze, and probe for meaning.

• Provides a risk-free environment in which partners can vent frustrations, share difficulties, and seek other perspectives.
• Appraises behaviors and helps partners see how others perceive them.
• Talks straight: neither critic nor judge, but a candid and honest partner.
• Provides specific feedback and impressions -- favorable and unfavorable -- to support partners' personal growth.

• Motivates partners' enthusiasm and initiative.
• Helps partners see their future in the organization with a new insight and vision.
• Sees unanticipated possibilities that partners might make happen.
• Focuses on encouraging partners to discuss ideas, visions, and creative concepts that might not find a forum elsewhere.

• Champions the ideas and interests of partners so visibility and exposure is gained.
• Helps partners by opening opportunities for specific learning experiences.
• Captures the attention of significant others to help effectively connect partners.
• Uses a powerful voice to bring partners ideas to the people in the organization who have the authority to implement them.

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