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Choose to Create Success with Mentoring
Empathize – Influence – Enhance
As employees are the real drivers of your business, we often see how effectively they can be nurtured technically and psychologically. Often technical grooming is part of the organizational objectives. In many companies, they are given more than handful choices for choosing the areas they want to be groomed. Giving right direction is core for their growth rather than leaving it is as an open ended question. KPI’s set for an individual can play a major role in their growth. Over a period of time, employees should feel aligned to their organizational objectives and departmental goals. This is well done only if Mentoring is taken up as an organizational KPI for every department. Mentoring need to be done not just by the immediate reporting authorities who can identify the protégée’s personal strengths and weaknesses at work; it can also be taken up by anyone who has both the will and skill to lead an individual towards the achievement of the set goals.
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Psychological mentoring of employees is best practiced informally. Many organizations have a good practice of counseling and personality development for grooming employees. A mentor may not even know that he/she is being considered as a mentor. There are many examples in the corporate sectors where ‘Best Buddy’ program are run very successfully.
At Axcend, mentoring is a natural way of work and has never
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been a mandate. Because we believe that if people take your communication with them as a learning opportunity for them, you’ve already mentored without a formal process. All of us are mentors and all of us are mentees.
To put this in a nut shell - Mentoring is a tool that organizations can use to nurture and grow their people. It can be an informal practice or a formal program. Protégés observe, question, and explore. Mentors demonstrate, explain and model.
The following forms the foundation for a solid mentoring program:
- Deliberate learning is the cornerstone - The mentor's job is to promote intentional learning, which includes capacity building through methods such as instructing, coaching and role play.
- Both failure and success are powerful teachers - Mentors, as leaders of a learning experience, certainly need to share their "how to do it so it comes out right" stories. They also need to share their experiences of failure, i.e., "how I did it wrong". Both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities.
- Leaders need to tell their stories - Personal scenarios, anecdotes and case examples, because they offer valuable, often unforgettable insight, must be shared. Mentors who can talk about themselves and their experiences establish a rapport that makes them "learning leaders."
- Development matures over time – Mentoring, when it works, taps into continuous learning that is not an event, or even a string of discrete events. Rather, it is the synthesis of ongoing event, experiences, observation, studies, and thoughtful analyses.
- Mentoring is a joint venture - Successful mentoring means sharing responsibility for learning; regardless of the facilities, the subject matter, the timing, and all other variables. Successful mentoring begins with setting a contract for learning around which the mentor, the protégé, and their respective line managers are aligned.
However, one has to define the line of expectation from mentoring, which can otherwise result in pitfalls.
- Do not encourage the mentee to use your name for personal gains.
- Don’t try to put a ROI on mentoring
- Ensure that the gains out of mentoring are further shared by the person to many others in the organization. Remember! Maximizing the butterfly effect for positive results is key for success.
- Mentoring should be personality independent. Don’t tend to get influenced by the traits of the mentor.
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