What is your expereince of Mentoring programmes?
Mentoring; some think is an organic process that cannot be artificially replicated. Others think that you can assign mentors to learning partners (on mentees!) put in enough structure and have a working mentor programme. What do YOU think? Experiences?
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Rob B
Investor, Entrepreneur, Consultant, Facilitator, Speaker, & Author
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My first job out of school was on a dairy farm.
I turned up, Day 1, without a clue and, since there was only the farmer and I working there, I looked to him for guidance on pretty much everything I did - initially. Over time, of course, I learned from him and soon reached a point where I could run a milking session alone, reverse a tractor-trailer into a barn (as opposed to a barn wall!), and only had to go to him when I ran across something I had no experience of, and couldn't figure out on my own.
It was so entirely natural and necessary that we didn't even have a name for what was going on!
Now, as a consultant working with multi-national companies, it often distresses me to find how hard this seemingly simple and natural process - the experienced taking the inexperienced under their wing, for the good of both and for the greater good - appears to be.
Then, when it gets really really difficult, we set about labelling the process that isn't happening, designing programmes to make it happen, implement contingency plans in case the programmes don't work, write books about what would have happened if they had worked, and generally tie ourselves up in knots trying to make something happen that is, at its heart, an entirely natural human response.
Can it be any other way? Of course! During my time at Razorfish, I had several mentors, yet I don't recall the word ever being used, and it certainly wasn't formal. I've also had several mentees in my career but, again, the word is hardly used. We find each other, connect at a fairly deep level, realise we have something to offer, and away we go.
Creating formal mentoring programmes is, for me, a sign that the corporate culture is deeply flawed. It's a bit like training everyone in a store to smile as they work. Surely it would be better to find out why they're not smiling naturally, and do something about that instead.
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Eugene R
HR Advisor at Prodiverse
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Andrew,
I happen to a mentor, in two very different situations: For once I am a formal (paid) mentor to London police, and then I am mentoring a promising young collegue in whose potential I believe.
Both give's me so much. There is for once the fact that the mentor learsn at least as much as the mentee. By teaching someone else, you are formulating your thoughts, which helps to gain clarity for yourself.
But the greatest of all is that wonderful feeling that all the mistakes you made, the things you learned are not in vain and have a value to someone else. It's just wonderful.
With regards to "patterns", the very definition of mentoring is that there are none. mentoring is the very opposite of formal training, coaching, lecturing, teaching. It's more like a therapeutic session where the conversations drifts with the needs and emotions of the mentee. Like a good talk amongst freinds - where you don't apply any other pattern than excellent listening skills.
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Ingrid C
Chief Word Wizard, Heart Harmony
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Hi Andrew
I have designed and implemented formal processes as well as participated in informal processes. Here are my thoughts from a manager's perspective.
* What I have found is many managers would love to be mentors, but have fears about what process to follow or have a hidden fear that they may not be "good enough". Training and support helps many managers become great mentors who would not normally be brave enough to step forward.
* What I have found is the most effective mentors volunteer to be a mentor and are not volunteered to be a mentor by others. Conscription into a mentoring program generally is not a great success.
* Formal programs give a set time commitment and end date. People are willing to sign on for a fixed term but not for open-ended.
That said, people who are natural mentors or experienced mentors then tend to go on to become organic mentors without the boundaries and rules.
I liken it like learning to drive - when someone is just starting they need support, information and guidance. Once experienced they drive by themselves.
regards
Ingrid
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Kevin R
Agile software developer, coach and mentor
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Hi Andrew,
I believe mentoring involves a) being a role model, and b) partnering to share knowledge. Institutional mentoring programmes (such as buddy systems for new joiners) can be great initially, but in my experience only pass on basic information. On the other hand, role modelling -- and the kind of mentoring that goes along with it -- has longer lasting and more positive effects.
In my work in software development I always try to involve both aspects. And I find that mentees (!) self-select once they've seen that I'm working in a way that gets results. So when a developer asks for my help, he's usually already seen how I work; I can therefore help him solve his problem in the same way.
So yes, I think mentoring is "organic" and should not be forced upon people. But organic growth always starts with a seed, and I believe that seed is the presence of role models who are willing to help and share.
Hope that helps,
Kevin
Sam M
Management Psychologist with PRADCO
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Maybe I am getting hung up on semantics, but I think coaching is more effective and impactful than mentoring.
To me, mentoring sounds generic. It is having a sounding board, obtaining direction on company policies and procedures, etc.
Coaching, on the other hand, is more individually-based. Individual strengths are explored and opportunities to use them are discovered. Likewise, developmental areas are assessed (via metrics, objective assessments, etc.) and ways to improve are provided.
To answer your question, then, I do think mentoring can be artifically replicated. Coaching, though, is unique and individualized.
Christophe P
Founder & President, The Happy Future Group Consulting Ltd
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A mentoring program will be useful only if there is the will to really play the game from all the ones involved.
They also must commit to set time aside to meet and review the goals and progress made.
The organization as a whole must also be fully supportive and create the conditions and the atmosphere to make this work.
The match between the mentor and the "mentee" must also be made properly, so that they have some common ground to be able to start the process with a "want to" attitude and not a "have to" attitude.
Ann M
[LION] Independent Project Manager
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I've not found corporate manadated mentoring programs to be very effective for many of the reasons already outlined on some of the other responses.
I have found coaching/mentoring made available though networking type programs to be very effective though it would be difficult to measure and quantify for a company program.
It would be helpful to have companies/corporations foster the right environment by encouraging networking, coaching etc by perhaps through sponsoring events, providing a certain amount of paid time and paid memberships to groups that act as a vehicle for such activities.
Ann