Understanding the Role of Mentor
Understanding the Role of Mentor
[#2 in a series of 9 articles]
Series compiled by leading business-mentor, Michael Donovan –iMentor-pro
The mentor function comprises multiple roles, these alternate between receptive and active roles:
1. As a role model. An effective mentor is invariably accomplished in their organisational role. They are generally admired and respected in their position, and their achievements in that position. Mentees will often look for a set of habits, approaches, style and skills that the mentor exhibits and that the mentee wishes to emulate and practice.
2. As a sounding board. Good mentors have to be good listeners. They need to foster confidence in the mentee. Mentors who provide opportunities for their charges to articulate and develop ideas without fear of pre-judgement, criticism or ridicule, contribute real value to the relationship.
3. As a guide. Mentors can offer guidance. Guidance is different to leading. Allow discovery, do not provide answers directly. The subject range is broad and can, for instance, relate to career development or strategies and tactics for achieving particular professional goals.
4. As a skills developer. It is valid for a mentor to sometimes assume a teaching or coaching role around a particular skill-set, helping the mentee to learn quickly, in the format and style of the culture. This role should be specific, short-lived and not perform a role by proxy.
5. As a advocate and champion: Good mentors may choose to do more than just interact with their mentee. They must actively and wisely foster support for the mentee across the organisation, influencing and promoting the mentee’s reputation, capabilities and worth.
Features of mentoring
What are the some of the features of mentoring that make it an effective means of developing talent?
- Mentoring is a form of learning and development it is flexible. The basic requirements are the existence of an experienced person and a commitment to devote the necessary time to the engagement.
- Mentoring provides ‘safe-space’ for learning. Mentoring can occur within or outside of normal operational activity. It should be private. It must have purpose and it must aim for progress.
- Mentoring is work-focused. While is creates a safe-space, mentoring needs to also focus on what is happening for the mentee in the workplace – it is to be connected.
- Mentoring is individualised. The prime focus is always on the learner. An example, is recognising that people have career aspirations that are individual and unique.
- Mentoring creates relationships across the organisation. These relationships may be disaggregated but they link through the upwards, sideways and downwards networks of the parties.
This diagram will assist in illustrating some distinctions between coaching and mentoring:
COACH
Primary Role and Objectives
Enhancing performance, potential and level of contribution to the enterprise while also having remedial application
Field of Play
Focused on enhancing skills and capabilities relevant to the immediate career path
Typical Credentials
Professionally accredited with proven experience in coaching techniques
Influence and Credibility
Role legitimised by company appointment and credibility enhanced by credentials
Method and Style
Generally follows a formal and well planned program using adult education principles and motivational techniques
MENTOR
Primary Role and Objectives
Developing political astuteness, providing wise counsel, being a source of inspiration and acting as a champion who believes in the mentee’s greater capacity
Field of Play
Longer-term career and/or broader horizons in both personal and professional endeavours
Typical Credentials
A seasoned and successful individual with deep insights to the organisation and the ‘lifetime journey’ of self-knowledge and self understanding
Influence and Credibility
Influence may stem from hierarchical power and credibility through reputation and proven experiential history
Method and Style
Informal approach depending on need and opportunity acting as a facilitator using gentle persuasion
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
Understanding the Role of Mentor - To learn more about this author, visit Michael Donovan's Website.
Like this article? Share it with your friends
Understanding the Role of Mentor
[#2 in a series of 9 articles]
Series compiled by leading business-mentor, Michael Donovan –iMentor-pro
The mentor function comprises multiple roles, these alternate between receptive and active roles:
1. As a role model. An effective mentor is invariably accomplished in their organisational role. They are generally admired and respected in their position, and their achievements in that position. Mentees will often look for a set of habits, approaches, style and skills that the mentor exhibits and that the mentee wishes to emulate and practice.
2. As a sounding board. Good mentors have to be good listeners. They need to foster confidence in the mentee. Mentors who provide opportunities for their charges to articulate and develop ideas without fear of pre-judgement, criticism or ridicule, contribute real value to the relationship.
3. As a guide. Mentors can offer guidance. Guidance is different to leading. Allow discovery, do not provide answers directly. The subject range is broad and can, for instance, relate to career development or strategies and tactics for achieving particular professional goals.
4. As a skills developer. It is valid for a mentor to sometimes assume a teaching or coaching role around a particular skill-set, helping the mentee to learn quickly, in the format and style of the culture. This role should be specific, short-lived and not perform a role by proxy.
5. As a advocate and champion: Good mentors may choose to do more than just interact with their mentee. They must actively and wisely foster support for the mentee across the organisation, influencing and promoting the mentee’s reputation, capabilities and worth.
Features of mentoring
What are the some of the features of mentoring that make it an effective means of developing talent?
- Mentoring is a form of learning and development it is flexible. The basic requirements are the existence of an experienced person and a commitment to devote the necessary time to the engagement.
- Mentoring provides ‘safe-space’ for learning. Mentoring can occur within or outside of normal operational activity. It should be private. It must have purpose and it must aim for progress.
- Mentoring is work-focused. While is creates a safe-space, mentoring needs to also focus on what is happening for the mentee in the workplace – it is to be connected.
- Mentoring is individualised. The prime focus is always on the learner. An example, is recognising that people have career aspirations that are individual and unique.
- Mentoring creates relationships across the organisation. These relationships may be disaggregated but they link through the upwards, sideways and downwards networks of the parties.
This diagram will assist in illustrating some distinctions between coaching and mentoring:
COACH
Primary Role and Objectives
Enhancing performance, potential and level of contribution to the enterprise while also having remedial application
Field of Play
Focused on enhancing skills and capabilities relevant to the immediate career path
Typical Credentials
Professionally accredited with proven experience in coaching techniques
Influence and Credibility
Role legitimised by company appointment and credibility enhanced by credentials
Method and Style
Generally follows a formal and well planned program using adult education principles and motivational techniques
MENTOR
Primary Role and Objectives
Developing political astuteness, providing wise counsel, being a source of inspiration and acting as a champion who believes in the mentee’s greater capacity
Field of Play
Longer-term career and/or broader horizons in both personal and professional endeavours
Typical Credentials
A seasoned and successful individual with deep insights to the organisation and the ‘lifetime journey’ of self-knowledge and self understanding
Influence and Credibility
Influence may stem from hierarchical power and credibility through reputation and proven experiential history
Method and Style
Informal approach depending on need and opportunity acting as a facilitator using gentle persuasion
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
Understanding the Role of Mentor - To learn more about this author, visit Michael Donovan's Website.
Like this article? Share it with your friends
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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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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