Mentors as Advocates Champions and Challengers
Mentors as Advocates Champions and Challengers
[#9 in a series of 9 articles]
Series compiled by leading business-mentor, Michael Donovan –iMentor-pro
Let us address two important roles of a mentor in more detail, those of champion and advocate, so that we are clear on the intent and what is implied. Mentoring should not be passive. Particularly for an internal mentor. Once you and your mentee have gained a sufficient level of confidence in each others trust and capabilities, you as mentor, can act to encourage the future focus and direction of your mentees careers.
Even at the most senior levels of a business there is always room for development, challenge and innovation. This extends even into the board room. So view these comments as unlimited in their potential application and opportunity.
Naturally, active championing and advocacy for mentees has to have the imprimatur of the corporate sponsor and be part of the formal process. After all, you and the corporate sponsor are seeking to improve talent, create and foster new leaders, prove impending leaders and validate succession planning options.
Accept that you will be asked for comment on the progress on your mentees. Within the bounds of confidentiality, you will be expected to champion their cause as new leaders and advocate for their being given more challenging tasks, projects and roles towards confirming promotion. Assess what might suit their skills, experience and promotional prospecting line.
After all, you know them and can attest to their potential and capabilities. If you cannot, then question the relationship and have that discussion with the mentee, not the enquirer.
The dual roles extend to opening-doors for your mentees, internally and externally in order for them to develop networks, spheres of influence and gain even broader experience by interaction. These favours are not given lightly and contain some risk for the mentor if the relationship, fostered by providing the access, does not go well.
It is a risk for the mentor if they do not accept the champion and advocate role, in being viewed as not committed or unwilling to take a chance on their mentee. Be aware of this downside.
The roles have a reverse application. You are a source of competitive intelligence for your mentee about where their boundaries may lie – with people, projects and personal potential. It is incumbent on you to also accept that discussions, around what is not possible, take place. If they cannot yet swim, don’t let them near deep water.
Acting as warning beacon and channel marker is a completely valid role. However, be aware of dependency and not giving direct advice. Layer access to the information. Pose questions that unwrap and provide learning and enquiry.
Advising, developing and challenging
Giving advice sometimes cannot be avoided. Time constraints, the mentee just does not get it or a need to move the agenda. Most external are very careful not to be seen to be advisers due to the insurance risks. However, internal mentors have a capacity in this regard.
Any advice should always come from a positive position and aim to develop the mentee and in some cases challenge them to achieve more than they planned or expected.
Examples of skills that do this:
- Clarify the facts, not the reactions
- Clarify the persons values first, then advise
- Make you advice conditional and point out the pro’s and con’s
- Correct false or outdated assumptions and replace with current thinking
- Illustrate verbally or in images to help the mentee “conceptualise” the issue
- Give direct open and honest responses to mentees questions
- Give perspective by informing the mentee where they are now and where they are heading with any course of action
- Do not avoid having an opinion but share it simply in a charge-neutral manner
- Help your mentee identify the missing links to performance success – for self and business
- Scenario play your points by using similes, metaphors and analogies
- Share your intuitive responses, get feedback and then consider give advice
- Be an active advocate by referring your mentee to key specialist people they need to help them
- Be directive as little as possible
- Be reflective as often as you can
Examples of developing skills:
- Ask for a shift in position to take them from their comfort zone, hope for a bigger leap, expect the result and congratulate
- Clean up the past that is not relevant to the current situation, make a new future using a catalyst
- Show how and expect your mentee to think of solutions rather than problems
- Encourage your mentee to eliminate “tolerations” but forgive error
- Focus on integrity and ethical behaviour first, needs second and wants last
- Generate inquiry by asking deep, fundamental and provocative questions
- Give the mentee progress reports, help them see how they have progressed
Examples of challenging:
- Ask the hard questions that no one else has the courage to, be blunt if needed and call it like it is
- Expect more of the mentee and tell them so. Follow it up and check.
- Give “thinking material or homework” to keep your mentee focused
- Hold your mentees accountable
- Press for the truth, not the quick answer
- With your mentee, be patient and show it but push the envelope. And ethical behaviour
The content of ideas, concepts and experiences that make up this series of nine articles have been contributed from a number of sources and authors. Assembly by leading business-mentor, Michael Donovan, Managing Director, iMentor-pro 1300 720 190
Mentors as Advocates Champions and Challengers - To learn more about this author, visit Michael Donovan's Website.
Like this article? Share it with your friends
Mentors as Advocates, Champions and Challengers
[#9 in a series of 9 articles]
Series compiled by leading business-mentor, Michael Donovan –iMentor-pro
Let us address two important roles of a mentor in more detail, those of champion and advocate, so that we are clear on the intent and what is implied. Mentoring should not be passive. Particularly for an internal mentor. Once you and your mentee have gained a sufficient level of confidence in each others trust and capabilities, you as mentor, can act to encourage the future focus and direction of your mentees careers.
Even at the most senior levels of a business there is always room for development, challenge and innovation. This extends even into the board room. So view these comments as unlimited in their potential application and opportunity.
Naturally, active championing and advocacy for mentees has to have the imprimatur of the corporate sponsor and be part of the formal process. After all, you and the corporate sponsor are seeking to improve talent, create and foster new leaders, prove impending leaders and validate succession planning options.
Accept that you will be asked for comment on the progress on your mentees. Within the bounds of confidentiality, you will be expected to champion their cause as new leaders and advocate for their being given more challenging tasks, projects and roles towards confirming promotion. Assess what might suit their skills, experience and promotional prospecting line.
After all, you know them and can attest to their potential and capabilities. If you cannot, then question the relationship and have that discussion with the mentee, not the enquirer.
The dual roles extend to opening-doors for your mentees, internally and externally in order for them to develop networks, spheres of influence and gain even broader experience by interaction. These favours are not given lightly and contain some risk for the mentor if the relationship, fostered by providing the access, does not go well.
It is a risk for the mentor if they do not accept the champion and advocate role, in being viewed as not committed or unwilling to take a chance on their mentee. Be aware of this downside.
The roles have a reverse application. You are a source of competitive intelligence for your mentee about where their boundaries may lie – with people, projects and personal potential. It is incumbent on you to also accept that discussions, around what is not possible, take place. If they cannot yet swim, don’t let them near deep water.
Acting as warning beacon and channel marker is a completely valid role. However, be aware of dependency and not giving direct advice. Layer access to the information. Pose questions that unwrap and provide learning and enquiry.
Advising, developing and challenging
Giving advice sometimes cannot be avoided. Time constraints, the mentee just does not get it or a need to move the agenda. Most external are very careful not to be seen to be advisers due to the insurance risks. However, internal mentors have a capacity in this regard.
Any advice should always come from a positive position and aim to develop the mentee and in some cases challenge them to achieve more than they planned or expected.
Examples of skills that do this:
- Clarify the facts, not the reactions
- Clarify the persons values first, then advise
- Make you advice conditional and point out the pro’s and con’s
- Correct false or outdated assumptions and replace with current thinking
- Illustrate verbally or in images to help the mentee “conceptualise” the issue
- Give direct open and honest responses to mentees questions
- Give perspective by informing the mentee where they are now and where they are heading with any course of action
- Do not avoid having an opinion but share it simply in a charge-neutral manner
- Help your mentee identify the missing links to performance success – for self and business
- Scenario play your points by using similes, metaphors and analogies
- Share your intuitive responses, get feedback and then consider give advice
- Be an active advocate by referring your mentee to key specialist people they need to help them
- Be directive as little as possible
- Be reflective as often as you can
Examples of developing skills:
- Ask for a shift in position to take them from their comfort zone, hope for a bigger leap, expect the result and congratulate
- Clean up the past that is not relevant to the current situation, make a new future using a catalyst
- Show how and expect your mentee to think of solutions rather than problems
- Encourage your mentee to eliminate “tolerations” but forgive error
- Focus on integrity and ethical behaviour first, needs second and wants last
- Generate inquiry by asking deep, fundamental and provocative questions
- Give the mentee progress reports, help them see how they have progressed
Examples of challenging:
- Ask the hard questions that no one else has the courage to, be blunt if needed and call it like it is
- Expect more of the mentee and tell them so. Follow it up and check.
- Give “thinking material or homework” to keep your mentee focused
- Hold your mentees accountable
- Press for the truth, not the quick answer
- With your mentee, be patient and show it but push the envelope. And ethical behaviour
The content of ideas, concepts and experiences that make up this series of nine articles have been contributed from a number of sources and authors. Assembly by leading business-mentor, Michael Donovan, Managing Director, iMentor-pro 1300 720 190
Mentors as Advocates Champions and Challengers - To learn more about this author, visit Michael Donovan's Website.
Like this article? Share it with your friends
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 Michael Donovan (Visit Michael's Website) iMentor-pro is an alliance of former CEO’s, Senior Executives and Company Directors who have an interest in keeping fresh, involved and of assistance to others who are currently in the ‘hot seat’ as the leader, part of the leaders team / direct reports or in the line of succession within a business or a business unit. They will share their experience unreservedly toward your success and that of the business you lead. Led by Michael Donovan, former Asia-Pac CEO for global business-mentoring business Merryck & Co., the alliance offers its services individually or as a pool-of-talent to organisations like the Australian Institute of Company Directors to underpin the AICD, Coach and Mentor Connection, the Amazing Results CEO90DT, 120CEOP and ETBMP Programs. The alliance participants form a Guild of Mentors. Each have working portfolio interests and all are still actively involved in business either through their mentoring, directorships, advisory or other roles. Find out more about - iMentor-pro – International Mentor Professionals at www.imentor-pr o.com | iMentor-pro Values | iMentor-pro Services | iMentor-pro Guild of Mentors |
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