Mentoring is one of the best tools that any leader can use within the workforce. The benefits are unlimited and the value is unmatched. While this is a time consuming activity for both parties, the long term benefits will create a better leader and an engaged, enhanced, and more skilled workforce. Academia can teach the basics of business philosophy and various modeled techniques, but the inside experience knowledge that education lacks is the understanding of the real workplace. Most textbooks are dated and because the workforce is fluid in their establishment of norms and it is difficult to continually update them properly. In addition, the act of mentoring builds relationships, trust, ethics, and team building virtues.

The mentor benefits greatly from the act. This process allows the mentor to give something back to the organization and the people in the workforce. It reminds the mentor to listen and actually sharpens their communication skill set. Intrinsically, mentoring also builds on the mentor’s self worth as they are usually listened to by the mentoree with enthusiasm. As a leader , the act of mentoring strengthens our interpersonal skills and builds relationships with our coworkers. Mentoring also takes the time to understand details that hinder people’s personal and professional growth. Finally, as we mentor we re-examine parts of our own self as we, as managers and leaders, do not always do what we preach to others. Employees will also include personal aspects of their lives ad that enhances the bond between a leader and their teams.

The mentoree feels valued through the time a mentor spends with them. The exude a self confidence as they go forward. Through the process the mentoree if forced to construct logical communication paths and improve their communication and listening skills. We also bridge the gap for the mentoree regarding conversational methods to speak to management constructively. The mentoree improves their interpersonal skill set and breaks down barriers that may have inhibited communication in the past. The most important factor in the mentoring process is the mentoree begins and continues to understand the organization, goals, culture, and business innuendos that are critical for them to advance.
The process is simple and should discuss some of the following:
Where are you going in your career?
What are your visions as an employee?
What are your aspirations?
What are your strengths?
What are your weaknesses and how are you going to correct them?
Identify their top three goals.

You should make it personal if appropriate. Find out what the employee wants out of the relationship and determine the deliverables of the mentoring process. Set a time and time limit for the meeting and shut off all other communication during this time. Setup a schedule and stick to it. Discuss the options and opportunities for learning and development. Ask for a critique and constructive criticism of the company and its leadership. Most prevalent, break down the conversation barriers and truly embrace their ideas and concerns.

It is the duty of the organization to assure that the mentoring process is active. The top leadership should insist that every manager mentors someone and preferably not in their direct reporting chain. This process shows the entire organization that the organization does care about their development and as the process develops montorees will begin to mentor others. This process develops loyalty and understanding and creates a contiguous positive culture where we foster skills sets and empowerment. Finally, it creates a culture of cooperation and takes communication to new levels. Do not wait for your executives to insist on your mentoring others. take it upon yourself to embrace the process and also seek out a mentor for yourself. Your mentor may not be within the your company as there are times that we want to seek mentors that look at new perspectives. Take the leap and mentor and your will soon see the rewards. Care about your employees and take an active role in their development.