Mentoring

Effective mentors
Monday • February 4, 2008, TODAY

In-company mentoring is set to become a major way of developing new managers. Enlightened organisations that adopt it will certainly see the very real benefits from improved staff morale to enhanced profits.

My experience is that any organisation wanting to introduce mentoring should follow these simple steps to maximise the chance of success:

•Senior managers and top HR staff should be given a half-day exercise to explain what is to be done and how. This will tell them what mentoring is, why the organisation wants to adopt it and the sort of people who will make good Mentors.

•Those attending the exercise should be asked to submit the names of any members of the organisation they think fit the criteria for a good Mentor. They should be encouraged to include those approaching retirement as well as those showing early promise of becoming top-rate managers. The young are often excellent Mentors and those at the end of their careers have much experience and wisdom to bestow. Indeed, the latter can be encouraged to continue as Mentors after they have retired, to the benefit of themselves and the organisation.

•Senior management, together with the help of the best HR staff, should decide which of the names submitted are likely to be viable candidates and these candidates should be asked if they would like to be considered. It must be made clear that saying "no" does not lead to a black mark.

•Those who select themselves should be given a two-day course in explanation and role-play with real examples of successful mentoring. Being a Mentor is very rewarding for those predisposed to helping others, but it can be demanding, requiring patience and perseverance.It is essential the candidates understand that mentoring is not another form of appraisal or talent-spotting.Senior management and HR will participate in this exercise with a view to identifying the truly-dedicated potential Mentors.

•Once candidates have been identified, have agreed to become Mentors and have been trained, they should be given an external mentoring contact to act as a "Guardian Angel" during the first six to 12 months in which they are acting as Mentors. They will not be required to submit reports or verify the way they are handling their Mentees, but they can ask their Guardian Angel Mentor for advice, if needed.

•Once Mentors are in place, they should be identified, preferably at a one-hour meeting where the Mentors' roles will be explained and staff will be told how they may access a Mentor of their choice. Short written introductions to Mentors will be made available to staff voluntarily seeking a Mentor. They must understand the choice is theirs, not their boss', and it must be made clear that the Mentor will not be reporting to their boss or the management. The relationship between Mentor and Mentee is sacred, in all respects.

•Mentors should be asked occasionally, but during appraisal time, to comment on their experiences — albeit generally, without betraying any confidences. Their views on the value of mentoring will be revealing — as much about themselves as Mentors as about the concept.

Those who do in-company mentoring well will make a dramatic difference to their employees' lives and create a high level of entrepreneurial stability — the goal of every business. I know it works because I did it.

John Bittleston mentors people in business, career and their personal lives at www.TerrificMentors.com