Prospective mentors often are randomly selected or told to participate. Leaders fail to give resources to, evaluate, or reward mentoring. With no meaningful incentives attached, it is justifiably seen as an onerous add-on duty, a thankless distraction from real work leading to pay and advancement.
Since so many never had mentors themselves, they lack mental maps for how it is done well. Evidence indicates that poor mentoring can be worse for employees than no mentoring at all. Ill-prepared and marginally competent mentors not only give mentoring a bad name in an organization. They also sabotage retention, commitment, and employee development — the very objectives that drive mentoring initiatives in the first place.
At a minimum, mentor competence requires functional mentoring skills , or the salient behaviors and strategies of good mentoring. Think of these as teachable micro-skills. For instance, great mentors consistently and skillfully offer generous listening , affirmation, challenge, feedback and insider information, networking, visibility, intentional role-modeling, professional socialization, advocacy, and increasing mutuality and collegiality.
There is strong evidence that these skills can be instilled and refined through mentor development training. You also will need to carefully select mentors on the basis of foundational virtues and abilities. Fundamental relational abilities include other-oriented empathy and self-awareness.
It is no surprise that highly rated mentors show high levels of emotional intelligence. Mentees report that, to build trust and successfully launch relationships with them, mentors need empathy, genuineness, and approachability.
You must recruit people who demonstrate them already in daily practice. School of Medicine leaders noticed high attrition of junior faculty, particularly women, who often reported feeling invisible and unsupported. Mentoring is a relationship between two colleagues, in which the more experienced colleague uses their greater knowledge and understanding of the work or workplace to support the development of the less experienced colleague. A mentor can perhaps help an individual if they would value input from someone more senior or experienced in a particular field — for example, project management, leadership or finance.
Many organisations use mentoring when people step up to more senior leadership roles for the first time, or perhaps where they move from project to programme management and need to quickly assimilate the different skills and ways of working needed to perform effectively in the new role. Some of the most important differences between coaching and mentoring are:.
Can be more informal and meetings can take place as and when the mentee needs some guidance and or support. I have 30 years civil service experience in the delivery, assurance and governance of many technical, ICT and scientific programmes and projects. Originally a scientist, I made a mid-career change to project delivery.
Log in to post a comment, or create an account if you don't have one already. I completely agree, often mentoring will involve coaching but they are distinct. I find that if a mentee is unused to being coached, it can sometimes help to position a 'coaching' session in advance with a mentee.
Of course that's not always necessary but particularly with a young or inexperienced mentee who may be looking to you to provide the answers and can be confused when you appear not to do so, so that expectations are set and they themselves start to appreciate the difference and appreciate when the input you're looking for from them has changed.
Once used to being coached, a mentor can switch between coaching and direction fairly seamlessly as the mentee will be used to being challenged in their own thinking. A couple of quick additional points on this excellent topic. On the question of 'rapport' - this really is important in coaching as well as in mentoring. Rapport, and relationship is critical, particular when you challenge the client, or hold them accountable as contracted for their commitments.
Building rapport is embedded into the key competencies of the ICF International Coaching Federation and a lack of it can torpedo the effectiveness of the coaching. On the question of 'the work', coaching revolves around far more than just personal development. Coaching has helped clients solve tough strategic issues, business issues, or career challenges, as well as the usual suspects on the behavioural side. There is another really good analysis consistent with Roberts perspective from Dr.
Coaching is about skills or capability development much needed by the Cricket team?? But these are not definitive categories - there is a continuum from teaching through to mentoring.
Robert your concise article lays out the difference well. And yet, just a simple google search will find all sorts of contradictions, even from academic sources or should that be especially? A coach is not limited by this. And to complicate matters there are the Executive Coaches. Proper Executive Coaches are specialists who have demanding specialist qualification, skills and experience, and have to regularly refresh. A great mentoring program can help drive real business results and impact at an organisational level, but it is just one component of a great developmental and inclusive culture.
How long should mentorship last? Inline Feedbacks. Thank you for this article! I need this for my mentorship program.
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