Effective Mentor Assists You To View The Organization With A Fresh Eye


The benefits of mentoring are well known as it gives less experienced workers valuable feedback, insight also support, while passing down wisdom also institutional knowledge. But who can develop effective mentoring relationships with today's time pressures also revolving doors of workers?

In association flattened by design or by downsizing, workers often take on larger or more challenging roles with very little preparation or support. High-potential executives move around the association, gathering experience but often missing out on time to reflect on what they are learning. Such situations can be both exciting also overwhelming also when they arise mentoring relationships can help workers both adapt also learn.

Of course, as an experienced executive you run major initiatives, take on complex jobs also have zero time to spare. Helping younger workers manages their careers, navigate associational politics also gain success is almost certainly not your top priority. For an instant though to consider how being a mentor will help you with your own career goals.

For fresher, the most effective mentors also improve their own leadership skills. As you assist your mentee you have the chance to reflect on also articulate your own expertise also experience something you probably do not take time to do otherwise. Along the way you may see patterns you did not spot before.

Mentoring also helps you view the association with a fresh eye toward its functions, politics also culture. For eg: Gain a new understanding of how people from different generations or backgrounds approach their work also careers. Also, many mentors say they get personal satisfaction as well as fulfilment from their mentoring relationships. If you are feeling burned out or cynical, mentoring can give you also your career a boost.

Here is a brief look at seven key tasks for the mentor to perform:-


-Develop also manage the mentoring relationship

Initially, this involves assessing your own readiness also interest, selecting someone to mentor also getting to know each other. Over time, it means working to build trust; set goals also keep the mentoring relationship on track.


Opening doors also advocating for your mentee can allow her to develop new skills also gain meaningful visibility. You can create also seek new opportunities for her also connect her with people in your network.

-Survey the environment

Mentors keep a watchful eye on the horizon, looking for both threatening associational forces also positive opportunities. You want to be on the lookout for include rumours, people taking an adversarial position relative to the mentee, shortcuts through the system, low-visibility or no-win assignments also high-visibility or win-win assignments.

-Guide also counsel

You may serve as a confidant, sounding-board also personal advisor to your mentee, especially as the relationship grows deeper over time. You may help your mentee to understand conflict or explore ways to deal with problems. You also can warn your mentee about behaviour that is a poor fit with associational culture.



Many mentors enjoy the teaching aspects of mentoring that mean not only imparting their knowledge but also sharing their experiences also recommending assignments.


Just while observing you mentees pick up many things: ethics, values also standards; style, beliefs also attitudes; methods also procedures. They're probable to follow your lead, adapt your approach to their own style, and also build confidence through their affiliation with you. As a mentor, you need to be keenly aware of your own behaviour.

-Motivate also inspire

Mentors support, validate also encourage their mentees. When you help your mentees link their own goals, values also emotions to the larger associational agenda, they become more engaged in their work also in their own development.

You'll not be able to do all seven of these things all the time. Each mentoring situation is different, also you will require shifting your role depending on the person also their goals. For example, if you're mentoring an up-also-coming project executive who will be moving on to another assignment soon, your focus may stay on her near-term challenges also preparation for the next step. Another mentee may be need help navigating the association also building his career, so sponsoring also protecting may be your focus.

Always keep in mind that mentoring is a shared job. You aren't solely responsible for creating a successful mentoring relationship. The person being mentored needs to be flexible, honest, open also receptive to feedback also insight. He or she needs to be willing also able to take action in pursuit of goals, to invest in learning also to take steps toward needed change. The mentee also needs to be willing to give you feedback also talk about what is or isn't working well in the relationship.

As you work together, you'll make course corrections, the relationship will deepen, and also you'll discover that being a mentor is no longer an unnecessary, expendable task. Instead it'll be a rewarding one for you that has a profound impact on others.

E. Wayne Hart is a senior faculty member at the Centre for Creative Leadership also author of the CCL guidebook Seven Keys to Successful Mentoring.

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