Mentoring
One of the biggest avenues in a successful team is coaching. While in most scenarios, coaching and mentoring are two separate notions, we’ll go ahead and use it synonymously for the sake of introducing this idea.
There is no denying many great talents succeed on his or her own; a good coach, though, will only help channel talent into something greater; transforming even the most gifted individual into an even stronger force. The problem here is that not too many realize this, crippling many people as they ignorantly miss out on their greatest potential.
The solution? pay it forward. Mentoring is a natural cycle much like parenting; you raise your children so they may go on and do great things. In turn, they have children of their own and raise them much like you did. The cycle continues carrying on a legacy.
With so many thriving young professionals in this day and age, it becomes a necessity to model our business world like parenting. Mentors: find someone and take them under your wing. protégés: Be a sponge, soaking up all the wisdom from those who went before you, eventually finding one or two individuals who will be life-long mentors and friends.
Naturally, management will realize – similar to what a great mentor does for a talented young professional – a solid mentoring structure can transform a company from good to great.
Mentoring has evolved in three fundamental ways:
1. It has evolved into specialty areas of one’s development needs. I recommend every high performer (a must to attract ideal future-state” mentors) to identify three independent individuals as mentors: one within your company who clearly understands your role, realm of responsibilities, challenges and opportunities; one within your industry who is familiar with the bigger picture outside of your purview; one completely outside of what you do to give you an independent perspective on your particular assets and areas for improvement.
This “triangulation” gives you the best possible perspective on any inflection point in your career.
2. It has evolved in a much more balanced approach between hard and soft skills. Emotional Intelligence and Strategic Relationship planning have become as critical as the technical skills to succeed, grow personally and professionally, and to engage and influence others without authority.
3. It has evolved into formal and informal structures, cascading mentoring programs as well as “reverse mentoring” opportunities. formal mentor-mentee events are still held several times each year, yet it is highly encouraged to meet and engage informally as the need arises. Cascading mentoring programs connect a senior mentor with a mentee who also mentors a junior person; this three-tiered model allows for a cascading effect of best practices down the organization. Reverse mentoring is younger, newer employees showing “old dogs” some new tricks - particularly in Web 2.0.
Courtesy of Sales Excellence Institue
There is no denying many great talents succeed on his or her own; a good coach, though, will only help channel talent into something greater; transforming even the most gifted individual into an even stronger force. The problem here is that not too many realize this, crippling many people as they ignorantly miss out on their greatest potential.
The solution? pay it forward. Mentoring is a natural cycle much like parenting; you raise your children so they may go on and do great things. In turn, they have children of their own and raise them much like you did. The cycle continues carrying on a legacy.
With so many thriving young professionals in this day and age, it becomes a necessity to model our business world like parenting. Mentors: find someone and take them under your wing. protégés: Be a sponge, soaking up all the wisdom from those who went before you, eventually finding one or two individuals who will be life-long mentors and friends.
Naturally, management will realize – similar to what a great mentor does for a talented young professional – a solid mentoring structure can transform a company from good to great.
Mentoring has evolved in three fundamental ways:
1. It has evolved into specialty areas of one’s development needs. I recommend every high performer (a must to attract ideal future-state” mentors) to identify three independent individuals as mentors: one within your company who clearly understands your role, realm of responsibilities, challenges and opportunities; one within your industry who is familiar with the bigger picture outside of your purview; one completely outside of what you do to give you an independent perspective on your particular assets and areas for improvement.
This “triangulation” gives you the best possible perspective on any inflection point in your career.
2. It has evolved in a much more balanced approach between hard and soft skills. Emotional Intelligence and Strategic Relationship planning have become as critical as the technical skills to succeed, grow personally and professionally, and to engage and influence others without authority.
3. It has evolved into formal and informal structures, cascading mentoring programs as well as “reverse mentoring” opportunities. formal mentor-mentee events are still held several times each year, yet it is highly encouraged to meet and engage informally as the need arises. Cascading mentoring programs connect a senior mentor with a mentee who also mentors a junior person; this three-tiered model allows for a cascading effect of best practices down the organization. Reverse mentoring is younger, newer employees showing “old dogs” some new tricks - particularly in Web 2.0.
Courtesy of Sales Excellence Institue