Author: Antony Xavier |
Mentoring is not the
same as teaching. Very often, people misunderstand mentors to be the same as
teachers. Employees can find mentors in professional and personal lives.
A mentor is not just a
teacher. Nor is he a coach or trainer. The job of a mentor encompasses more
than that of a teacher and coach. A mentor literally takes his mentee under his
wing and is morally responsible for the development of the student. A mentor is
not just involved in imparting technical knowledge to his students. He is also
involved in the emotional and spiritual development of the student. A mentor
can have an involved relationship with the mentee than the relationship with a
coach. A mentor is like a godfather for the mentee in the organization.
It is very difficult to
nurture and manage a mentor and mentee relationship. Not every senior employee
is equipped to play the role of a mentor. The job of a mentor is very
demanding. However, organizations that encourage mentorship go a long way in
building their human capital. Organizational structures are stronger because of
mentors. Corporate mentors can build healthy climates for employees with a
positive mentoring program.
A mentor participates in
the transition of the employee's organizational growth and is actively involved
in the establishment of the employee's new organizational roles. A mentor helps
the mentee chart out long term career goals with the organization and
stimulates the mentee to enhance work competencies.
A mentor is a person who
has a vast experience in the field that he trains. Mentors have had both
experience and professional training in the subject that he has to mentor. For
instance leadership mentors need to have adequate experience as leaders and
should have undergone leadership training themselves.
What do mentors offer to
their students that formal training sessions cannot offer? For one, the mentors
can use personal experiences as lessons for students. Moreover, mentors are
capable of resolving dynamic issues due to their abundant knowledge and
experience in the field. A training program cannot possibly prepare students to
face unexpected challenges. Mentors can vary their training depending on the
nature of their students and the different levels of complexity faced by the
mentee.
A mentor need not be an
immediate superior or for that matter belong to the same department. Cross
department mentoring is very common and often encouraged. With a mentor from
another department, needless office politics don't creep into the relationship.
Moreover, the mentee finds a mentor at a similar position of power as that of
his boss. The mentor-mentee relationship is often less autocratic, but more
compassionate. There could be conflicts of viewpoint between them but it does
not hurt their relationship in any way.
A mentor grooms his
students to take on higher responsibilities and face all odds that surface in
the journey. Mentors have to prepare their students to tackle organizational
roadblocks, power games, bad will, subordinate resistance and other such
challenges.
The relationship of a
mentor and a mentee can extend well beyond the mentoring program. Some
mentoring relationships end as per the agreement made by organizations. Some
could end even more abruptly if the relationship does not work out amicably. In
any case, it is the duty of the mentor to formally close the relationship and
ensure that the termination of the relationship does not affect the student's
achievements.
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