“I want to start a mentoring program.” You may have said this. You may have heard this. You may have been tasked to lead this effort. Mentoring programs are quite popular within corporate circles these days – for good reason. Effective mentoring links to improved employee productivity and retention.
In addition, mentoring programs are a key component of leadership development, succession and future organizational growth. You may think it is a simple task to get on the “mentoring bandwagon.” And the mechanics of planning and implementing a program are easily executed thanks to an abundance of available best practice literature. But, before you start with design, you might want to take a look at the foundation upon which your program will be built.
- Culture: Is your organization ready to take on this task?
- Commitment: Are all participants dedicated to follow the program through to closure?
- Collaboration: Is the stage set for open dialogue among all players?
Organizational Readiness: Your Culture
“Culture eats strategy for breakfast.” We often hear this Peter Drucker statement and nod our heads at the truth of it. Mentoring programs succumb to culture as easily as any other organizational strategy or program. Mentoring is all about learning. That is the premise behind the pairings, the objectives, and the measures.
Successful mentoring programs come out of organizations that value development. These organizations are characterized by having robust and differentiated programs for the entire employee populace. A development culture is easily identified by the actions of senior leadership and managers. How much time is spent on developing direct reports and others? If the answer is little to none, then expect the mentoring program to fall flat on its face. As the percentage of time devoted to organizational development increases, so does the probability that the program will be a success.
Mentoring thrives in a culture of accountability. Participation in a mentoring partnership is not a passive activity. Mentors, protégés, program sponsors, and organizational managers have responsibilities to ensure successful outcomes. Lack of preparation and responsiveness on any participant’s part leads the program down the ineffectiveness track.
Organizational Dedication: Participant Commitment
Culture is the backdrop. Commitment is the next step. When we think of mentor relationships, we visualize a mentor and a protégé. When we think of formal mentoring programs, we also include a program manager. However, effective mentoring program participation is much broader than this trio. A successful outcome also depends on the commitment from the organization’s senior leadership and the organization’s managers.
Effective mentoring is a TEAM activity. Successful mentoring programs are not executed in isolation. So ask yourself: Are the senior leaders on board – in words AND actions? Is the downstream management on board? These crucial voices of support prepare the program for success.
Organizational Practice: Collaboration
Informal mentoring partnerships may pop up anywhere. But if a structured formal mentoring program is to succeed, attention must be paid to constructing a collaborative network. Collaboration begins before the initial kick-off meeting of the mentoring class. Those who can contribute the most to the success of the mentoring program are the mentor’s and the protégé’s managers.
In the view of managers who have not been involved in the process, mentoring programs are part of a secret society – where the doors are locked and a “code word and secret knock” must be used to gain entrance. Because they have not been included in the “reason why” and the path the partnership will take, these managers tend to make up their own (most likely negative) story. The mentor pairs will have established guidelines regarding their own communications. Adding the manager into an open dialogue about the protégé’s objectives and progress positively impacts mentoring success.
Managerial resistance is eliminated. The manager becomes a team player supporting the success of the partnership. Culture + commitment + collaboration = a strong foundation for successful mentoring programs. Come to think of it – aren’t these the requirements for success in any initiative?
Please share your thoughts in the comments section!
About Susan Bowen
We do not see enough of this topic in the world. Everyone is in the rat race for themselves, often not taking time to help and guide others, or taking the time to be schooled by those that no more than we do. Your article contains a great model to lay a foundation for a formal program. Good stuff and thank you for sharing.
Hi Todd,
Thank you for your comment. I find examples of the “rat race” often. I like to compare it to “looking down” instead of “looking ahead”. Any encouragement one can give another to “look ahead” is so valuable. Taking the time to help others benefits all of us.
All the best,
Susan
I’ve always valued mentorship and has tried to practice it. However, I have failed at it. Maybe it is because I thought of it as ‘giving’ and took very little time to ‘receive’ (be mentored myself). Your clear and practical outline here is very helpful. It helps to validate my new approach to mentoring… Mentoship 3-Ways (elder-peer-junior) co-joined with authentic accountability. Thank you for your timely reminders Susan. I am so very glad to journey with you.
Hi Kimunya,
Thank you for your comment. I believe we all, at times, think we may have missed the mark in our impact on others. But, time does show us that our message has been heard – maybe not in the way we had hoped or thought, but in other, possibly even more valuable ways.
I like the way you have compared the mentoring relationship to one of giving and receiving. This describes mutual benefit – the substance of Stephen Covey’s Habit 4, Think Win-Win. I look forward to learning more about your Mentorship 3-Ways approach.
All the best,
Susan
Susan — love your “culture + commitment + collaboration” components for making mentoring work. Very spot on and much needed if true mentoring development is going to happen. Hope leaders everywhere are listening!
Hi Jane,
Thanks so much for your comment. Culture is such a backdrop to organizational success. That really is step one, isn’t it? We often look for other causes … but we will be well-served to look at culture first.
All the best,
Susan
Mentoring is a great avenue to raise emerging leaders. I like this: “Culture + commitment + collaboration = a strong foundation for successful mentoring programs.”
I like mentoring and being mentored, I caught great wisdom in this beautiful piece you shared with us. Dear doyenne Susan Bowen, thank you for sharing this sagacity because it will help raise effective leaders.
Greetings, Ifeanyi.
Thank you for your comment. I appreciate your comment about mentoring and being mentored. Mentoring relationships are very special. The willingness to devote oneself to another’s learning and growing indicates selflessness on the mentor’s part. As a protege, the value that comes from someone investing time in a person’s growth is immeasurable. In the end, we all benefit.
All the best,
Susan
Dear Susan,
Your post provides a strategic road map for mentoring programs and the true organizational success possible through them. Succession planning alone hinges on this development.
As we look at how to makes those programs truly effective, your focus on culture is spot on. It’s important for leaders to look at what sub-cultures exist as well. If underneath a seemingly positive work culture there is a knowledge-hoarding sub culture or anti-collaborative movement, mentoring success can come to a grinding halt.
Great thought-provoking post!
Kate
Hi Kate,
Great observation about the sub-cultures. Yes, wouldn’t it be nice if the committed and collaborative culture we see on the outside would be the true culture that flows through the organization. But we do know that under some”rocks” slimy characters may exist ready to undermine the culture that is espoused. Accountability is so key. A keen eye on the part of the leadership is needed to ferret out the “impostors”. Thanks so much for bringing this “gotcha” scenario to light!
All the best,
Susan
Susan well said and as a teacher I too have a passion for coaching, mentoring and consulting. In my blog post I described the difference between coach and consultant. Would you share with us your opinion about all three?
Hi Jaro,
Thank you for your comment and for the intriguing question you have posed. I anxiously await your post.
I have often thought of the difference between mentoring and coaching. Adding consulting to the mix has given me pause – for I have not thought about that with regard to the other two. As you well know, each of us has our own perception of these three terms. I am happy to add mine to the mix. Thank you for asking.
I see mentoring as future-focused – pairs learning together with the outcome focused on forging a pathway for the protege’s future. I see coaching as present-focused – pairs learning together with the outcome focused on building effective behaviors in specific areas of need (whether they be performance deficits or skill building for future work). You will see that I have linked mentoring and coaching with learning. Even though one member of the pair may be perceived as the “person with the knowledge”, in the end, both members of the pair learn.
My interpretation of consulting focuses on a broader audience – a team or an organization. I see consulting as an interactive process between a subject matter expert and an individual/group needing to improve their collective results. Through this interaction, problem clarity is achieved and solutions are identified . The possible solutions are vast and may include mentoring and/or coaching.
I look forward to further discussion on your question.
All the best,
Susan
Finally, my comments are seen also to me and are posted so I can answer you here too. (in meantime you’ve read my blog about Consultant – Coach @: http://leadershipbyvirtue.blogspot.com/2013/12/consultant-coach.html)
My understanding is kind of different but still in alienated with yours. with one exception: I see learning always as “future” no matter how and who is the teacher and who the protege. just cannot imagine to learn for “now” only. What is your opinion on this?
My best wishes
jaro.
Jaro,
How true … yes, learning is always tied to the future. Thanks so much for pointing that out. I fully agree with you.
All the best,
Susan
Mentoring has been one of the most satisfying and rewarding activities I have been involved in in recent years. Our program includes an initial networking get together and a more formal presentation of what the Mentor has to offer and the mentee hopes to acquire. Both mentors and mentees have formal training in order to maximize the relationship benefits and outcomes, including an agreement (if you chose to). I am always amazed by how many potential mentors and mentees don’t get involved and your comments regarding culture make me rethink why this may be.
Greetings, Peter.
Thank you for your comment. I join you in your disbelief about people not wanting to be involved in mentoring programs. Even on an informal basis, a mentoring relationship adds great depth to one’s experience and outlook.
Like you, I believe your initial networking meeting is a requirement. I am a fan of a cohort approach – with all mentoring pairs in the program gathering in one place to launch the program. The advantages outweigh the time/resources spent. Naturally, the mentoring pair gets to know each other and sets the guidelines and objectives for their relationship. Being part of a cohort extends the support group. Not only does the protege have a mentor, but he/she is also exposed to others in the organization who may serve as a resource/collaborator in the future. I often say, “It is all about relationships.” And this initial meeting sets the stage.
Best wishes for your success as you continue guiding your mentoring programs.
Susan
I like this “Culture + commitment + collaboration = a strong foundation for successful mentoring programs.” The wisdom packed in this post is great. Mentorship is very important to any organization that want to stay relevant in this competitive age.
Mentoring is very necessary for leadership succession and organizational betterment. The mentor-mentee relationship should be rightly harnessed for the benefit of all.
Thank you doyenne Susan Bowen for sharing your great sagacity with us. I learned great things from it because I like mentoring and being mentored too.
Thank you, Ifeanyi. I agree with your comment pointing out the link between mentoring and leadership succession/organizational betterment. Many organizations today bemoan the fact that they do not have leaders ready for the future. Yet, they do not take the steps to correct the situation. Hopefully, the influencers in these organizations are reading the International Leadership Blogathon posts this month and finding guidance to help prepare their organizations for the future.
All the best,
Susan
I too have a passion for mentoring. Watching an individual grow, gain confidence and competence is rewarding for me and brings great rewards to organizations. Great post!
Hi Susan,
Thank you for your comment. Yes, I think this is why we are in the “leadership business”. The fulfillment one gets from watching others grow and develop is like no other. As a mentor, it is worthwhile to take time to reflect on the good work one has done in preparing another for the future. This reflection serves as a rejuvenator and prompts one to continue to support and guide – for the good of the protege and the good of the organization.
All the best,
Susan
Such an important checklist or readiness. I have set up several successful and not so successful mentoring programs and whole heartily agree that these are the critical differences between the successful and not so successful programs.
Hi Cheryl,
Thank you for your comment. Sometimes we forget how important readiness is for any program that we implement. In the past, I have found myself to be so excited about the “proposed” outcome, that I didn’t take time to evaluate the readiness of the organization to receive it. And yes – that was when the program fell flat on its face. Thank you for sharing the pain – and learning – with me.
All the best,
Susan