“I don’t think he is being honest with us…”
“I just don’t trust her…”
The idea that mentoring is a key ingredient for employee growth, retention and engagement has caused many organizations to quickly adopt the idea of promoting a mentoring initiative. Too often, however, they go into it without the proper preparation and the end result is not at all what they had hoped for. The following 5 misconceptions are often the root of the dissatisfaction and frustration.
Mentoring programs should just happen—it’s a natural process.
While mentoring is a natural process in that relationships occur with natural affinity, productive mentoring relationships benefit from training, structure and setting expectations. Unstructured, or natural mentoring will still occur in a learning environment, but coupled with a structured initiative, you will supercharge your efforts.
Mentoring programs should be based on matching people who possess specific expertise with people who need that expertise for professional development.
This type of matching has worked and will continue to be effective if it fits the strategic goals of the organization and mentoring initiative. However, this is not the only criteria for matching pairs. Since the power of mentoring lies in accountability and encouragement (not just in a hierarchy of expertise), there are a number of matching paradigms that may actually work better for what you are trying to achieve. For example, mentor matches may occur across divisions to reduce divisional silos, or across gender lines to elevate women in leadership.
Mentoring relationships are long term, lasting many years in some cases.
While informal relationships may continue for a lifetime, structured mentoring relationships are more effective if they last only six months to one year. This allows for multiple mentors throughout a career, resulting in multiple learning opportunities from multiple perspectives and skill sets.
Having any mentoring program is better than not having one at all.
Without structure, training and setting appropriate expectations for the participants, mentoring initiatives can actually become a negative experience rather than a positive one. It is unfortunate when a potentially strong mentoring experience fizzles due to unclear parameters, unequal expectations, or a lack of training on how to really maximize the process for both mentors and mentees.
Mentoring is a “nice to have” option to encourage personal growth.
Mentoring is more than a “nice to have,” it is a must. It is a bold yet accurate assertion that every organization should be utilizing the power of mentoring to maximize engagement, retention, productivity, strong corporate culture and career path growth. Mentoring utilizes your existing human resources, costs relatively little to implement, and creates measurable results.
Mentoring is a powerful tool that every organization should utilize, but if done poorly it can have more of a negative affect than a positive one. Understanding
the above misconceptions can springboard you to a place where you can apply mentoring to your current organizational goals thus making a real difference
in the work experience and productivity of your employees and ultimately impacting the bottom line of your organization.
Written by Dr. Liz Selzer
Ever wondered who your corporation really is? If you haven’t, you should. Infact, you should ask this on a regular basis. Your corporate culture is an ever changing and evolving, living and breathing animal. It is not some simple, static decree that you make once and it sticks. It is a whole system of inter-related moving parts that are reliant on each other.
Your corporate culture was not created in an isolated vacuum. Rather, the actions, the stories, even the goals of the past, present and future merge to shape the company you are now. These serve to shape the behaviors and beliefs of your people, your teams, your leaders, and your public. The corporate narrative, the values, the decisions, the rewards, the consequences all speak volumes about the company, both internally and externally.
Whether you choose to intentionally to build your corporate culture, or if it has just formed over time more organically, it will be there affecting your organization’s success. The big question then becomes, is your culture really reinforcing the values you state are your priorities?
If so, great job! Keep on doing what you are doing. If not, it is time to look at making changes that will better align the two. This can be a scary prospect. Questions of time, investment, invasiveness all come up. But, believe it or not, the quickest way to begin changing your corporate culture is simple, cheap and relatively quick.
The quickest way to begin changing your culture and reinforcing your values to create a new norm, is to begin with yourself and your leaders. Begin to take actions that demonstrate the new culture you are moving towards. You be the example.
The example you set will catch on. People will begin to notice a difference. They may question, they may not trust it at first, but hang in there. Soon people will begin to like, to expect, and even to take on these new behaviors.
As a leader your team is watching you and constantly weighing where they stand and how they need to behave in order to succeed at your organization. You are leading by example whether you recognize it or not. Choose to recognize it and embrace it. Use your influence to demonstrate the corporate culture you desire for your organization and your team will follow.
By turning the expected behavioral norms upside down you will have people skeptically but hopefully asking, “Now wait a minute, is this who we really are?” And soon that question will shift into an enthusiastically emphatic answer of, “You bet this is who we really are.”
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