Looking for wise, loyal advisers
Posted on 12. Jan, 2009 by Linda Lord in Choice development
Today, many organizations utilize the concept of a mentor as an agreement between two people sharing experiences and expertise to help with personal and professional growth, but where did mentoring originate? In Homer’s Odyssey, Mentor is entrusted by King Odysseus to be a teacher and to watch over Telemachus (the son of the king) while Odysseus is away. This is where the term mentor came from; “wise loyal adviser.”
There are certain competencies required to be such an adviser. Core mentoring skills include the ability to listen, not just actively, but contextually, to be able to determine what is really going on; the ability to assist in the identification of goals and current reality; the ability to build trust; and the willingness to encourage the protégé through the sometimes challenging learning process. Additionally, a mentor must be prepared to provide constructive feedback and to develop the capabilities of the protégé.
Mentoring has come a long way since the time of the Odyssey. Now, protégés are expected to contribute to the success of the relationship, as well. Protégés are expected to be willing to learn quickly, accept advice and correction, show initiative, follow through with commitments, and be actively involved in the maintenance of the relationship.
The purposes of introducing mentoring are as diverse as the organizations that launch the programs. It may be to help new hires climatize to the corporate environment, enhance skills to develop bench strength, invest in star performers, or to provide support to formalized learning. The reasons themselves do not necessarily predict success or failure of the initiative. What does impact success is the messaging of the intent and the amount of preparation before launch. Like any new initiative, it is always a good idea to pilot the mentoring program to work out any glitches before it becomes corporate wide.
It is important to develop clear objectives and deliverables for both the protégés and the mentors. Both should know what to expect. There should also be clear selection criteria for both and an objective method of selection. Although individual participants can refine the parameters of the relationship, there should be general rules and clarification of roles set out in advance. The establishment of milestones and reporting, and evaluation processes are important too. Before the program begins, assess the skills of the mentor and provide any training that is required to adequately equip them for their role. Remember to check in with mentors and protégés throughout the program to ensure lines of communication are open for adjustments and improvements. Mentoring is like any other relationship in that it must be nurtured and tended if it is to thrive.
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