Compiled by Peter/CXO Wiz4biz 05/13
What is Mentoring? Advice from (usually), a Superior, higher-ranked person with experience in company – to a new employee. It is one of the oldest & best motivators, partly because those mentored know someone cares, but also they learn a lot in starting at a new company that helps them be more productive sooner and everyone feels good about that.
1. Assign a Mentor to all new Key People. When you’re small, it’ll probably by you as Owner, a Manager or Lead, but when you get bigger, try to match the Mentor to the Protégé’s personality.
2. Train how to Mentor. If you’re small, that may be the CEO or Owner or HR, if you’re big enough. Have a Checklist to cover during periodic training (ie, Quality in small companies, more subjects in mature, stable companies.
3. Review the Mentorship program annually. Get feedback from Mentor & Protégé’s. Change to improve. Allow Protégé to change Mentors, if it’s not working for them. Rotate Mentors every couple years for the experience of contrasting opinions for Protégés.
3a Have separate meeting with Mentor to determine how well it’s working. Change as needed.
3b Have separate meeting with Protégé to determine how well it’s working. Change as needed.
4. Keep Relationship Professional. Be aware of getting too close in the relationship (ie, friendship, dating). If that seems possible, re-assign.
5. Be on guard against Favoritism – that you may show Protégé. Look for opportunities to “mini” Mentor other employees from your experience & wisdom – then everyone wins – even your organization.
6. Beware of Limits. A Mentor is not a Defense Attorney. Don’t cover up or defend in-competent, un-ethical or illegal behavior. Don’t deflect or nullify, criticism or discussion, if warranted.
7. Change Relationship when not working or there’s more to gain in a new relationship (ie, Mentor feels they’ve done all they can, Protégé has learned all they can from this Mentor).
8. Protégé becomes Mentor. Whether or not relationship can still grow, as soon as the Protégé is ready, recommend them for Mentoring and help them pick their Protégé, if asked.
9. Mentoring forever. All significant employees should have a Mentor – in or out of the company. When Protégé has learned all they can from you, they should move on. You can still be friends and help each other. As a Mentor, when Protégé is ready to be mentored by someone else, doesn’t need Mentoring or becomes a Mentor themselves, it’s time to end the relationship. Then you’ll have time to mentor a new Protégé.
Comments: What has been your experience with Mentoring?