Be a Mentor and Learn a Lot

I have an idea.

You and I should simply decide that we will be mentors to someone.

Why be a Mentor?

1. Most of us want some help in some area of our work but, for various reasons, don't ask for it. That means that there are people who could use some guidance.

2. Your experience navigating organizational life is valuable to those who don't yet have it.

3. Many corporate programs are struggling. There seems to be something unnatural when we try to institutionalize mentoring.

4. You'll learn more than the person you are helping. It's not a selfish thing, but a fact. When you have to teach, you have to prepare. And when you prepare, you learn a lot.

5. You'll have the satisfaction of contributing something positive to another person's life.

How do you get started?

Look around.

Who could use some organizational know-how? Approach them with the idea that you've got some experience and would enjoy sitting down once in a while for a "how are things going?" cup of coffee. Keep it informal and see where it goes. Let the relationships last as long--or as short--as is helpful.

This is a very simple, but practical, idea. It seems as if we are always looking for a good charity or a cause to support. Why not contribute to the development of a co-worker?

You'll even have a chance to see the results!

Comments

[Alexander Kjerulf]

That is a great idea. In fact, what if you took it a step further, and said that every employee in a company HAD to have a mentor. And that any employee could mentor at most 3 other people. That way, at least 1/3 of all employees would get to be a mentor and everyone would get to have one.

[Steve Roeler]

Hello, Alex. The idea of "total mentorship" is intriguing, especially for the reasons you mention. I'm trying to think through the impact once the company says the words "have to." Might that be the proverbial kiss of death?!

It almost seems as if the organization has to set it in motion by example, talk about it informally at meetings and in the hallways, encourage people to reach out, and build it informally. Otherwise, it could be seen as programmatic vs. relational.

But I don't really know. . .what I do know is that it is a good idea!

I wonder what other folks think.

Steve

[ann michael]

Hello Steve -

I love this post and LOVE mentoring. Just one thing, while I completel agree that "When you have to teach, you have to prepare. And when you prepare, you learn a lot", I don't think that's the whole picture.

You also learn a lot from mentoring because you're interacting with someone that might have a different perspective than yours. YOu might help them learn the ropes and they might help you to view your organization differently. In most cases those that I have mentored have been younger than I am - boy, what an education! SOmetimes what you learn is that you and your organization are out of touch!!!

Great topic!
Ann

[Steve Roeler]

Hi, Ann. Yes, the teaching part is the real high impact part--no doubt about it. In fact, the post was originally about "The payoff from teaching." Somewhere in the stream of consciousness while writing, I headed down another road and left out that deeply important aspect of mentoring.

I really appreciate the comment...

Steve