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Written by: Rob Sullivan
Author, "Getting Your Foot In The Door When You Don't Have A Leg To Stand On" (McGraw-Hill)
For many, the concept of “mentor” is limited to a specific, formal relationship that exists between a senior- and junior-level person at the same company. This often takes the form of an advisor/advisee relationship where the advisor is an interested third party rather than an immediate supervisor.
But there’s more to it than that. The need for a mentor does not stop once you’ve been at a company for a certain length of time. And it doesn’t stop when you become an advisor to someone else. The only thing that stops may be the company’s insistence that you have a mentor.
This doesn’t happen because you no longer need a mentor. Instead, it is the company’s subtle way of transferring complete responsibility for your development to you—where it belongs.
What Is A Mentor?
Mentor: an experienced and trusted counselor (Oxford English Dictionary)
The definition above is only partially true. Trusted counselor? Yes. Experienced? Maybe. Maybe not.
But there’s more. Much more.
A mentor isn’t your on-the-job personal trainer. And he or she is more than just a corporate therapist to get you through the hard times. Ideally, a mentor is a trusted coach, devil’s advocate and cheerleader.
Typically, the best coach is strong where the person seeking assistance is weak.
However, “experience” is not a prerequisite. Think about it. When Olympic diver Greg Louganis began practicing reverse 3 1/2 somersaults on the three-meter board, there wasn’t a single person on the planet who had ever done it. Yet he still had a coach.
To believe—even for a moment—that you or I don’t need coaching is as dangerous as it is arrogant. Corporate layoffs—so common they no longer make headlines—serve as almost daily reminders that employees are discretionary expenses who must ongoingly demonstrate value.
Where Do You Need Coaching?
This, of course, requires a high level of self-awareness, objectivity and focus. Together, these traits will enable you to answer the following questions:
Where am I?
What am I working toward?
What steps am I taking?
Where are the gaps in my professional development?
In what areas do I need to improve?
Am I committed to improving?
And, most important: Am I coachable?
Once you have finished, congratulate yourself. The hard part is done.
For me, cost-containment and budgeting have never been among my favorite tasks. So, when I began to identify my weak links, I made sure at least one of my mentors is a financial whiz. The second of my current three mentors has a strong marketing background. I sought this person’s counsel not because marketing is another weak link. On the contrary, it’s one of my strengths. However, I am not—and never will be—the one, all-powerful, all-knowing marketing force in the universe.
Recruiting Coaches
Finding a mentor isn’t as hard as recognizing you need one. For each area you will work to improve, ask yourself this question:
“Who do I most admire and respect for their ability in this area?”
It might
surprise you, but you don’t have to know or be friends with someone to ask for
their help. Explain who you are, what you’re working toward, and why you admire
him or her.
Ask the person to help you develop your skills.
Most people are so flattered to be asked for advice that they are more than willing to help. Just make sure you are worth helping. Be open minded. Have a plan. Be grateful for constructive criticism.
If the person declines, don’t hear “no,” hear “next.” There are several billion people on the planet. Other people have comparable skills. Find them. If you don’t know who these people are, ask. Ask everyone. Ask the person who declined. Ask your boss. Ask your roommate. Ask until you know.
Challenge yourself to look beyond your
current company for coaching. As long as you don't compromise company
confidentiality or security, you won't have a problem. Developing a
diverse network of coaches is also a good way to build a reputation for being
sincere, coachable, and committed to improvement. These rare qualities are
among the most valuable you can offer a company.
Keep in
mind, however, that all of this is meaningless if you, as the person being
coached, don’t make yourself available for coaching. It’s nice to have a mentor,
but he or she won’t do much good if you don’t call, set objectives, establish
timelines, and stick to your plan.
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This article is © 2005 by Rob Sullivan and may not be reposted without written permission from the author and may not be reprinted for profit.