It’s true that mentor relationships aren’t easy to find time for, however, the potential they offer is enormous.
In any field, training equips employees to perform the functions of their jobs, but a company can’t stop there if it hopes to have long-term success. To lay the groundwork for continued stability in leadership and performance, companies should actively seek out and support potential future leaders in the organization. An internal mentorship program that has buy-in from all levels of leadership is a strong place to start.
Mentorships matter. A dictionary definition of mentorship is a relationship between two people where the person with more experience and knowledge in a certain field of life – professionally or personally – passes along what they have learned to a person who has less. It should be a close relationship of respect and shared goals for the future. If that sounds too philosophical to be an impactful business practice, consider that when implemented at a companywide level as part of advancement, training, and leadership, these partnerships can be a valuable tool for identifying and supporting the individuals who will lead the next generation of employees.
You’re happy, I’m happy, we’re all happy. Why are mentorships so impactful? Simply put, everyone benefits: mentor, mentee, and company. The mentor benefits from being recognized for their experience and leadership, and they ensure that the field they care about and its best practices are maintained. The mentee – in addition to being recognized as a strong team member and potential leader – receives not only a more in-depth understanding of their field, but of what it takes to serve in a leadership role, from managing direct reports to adhering to schedules to balancing the personalities of a given team. Meanwhile, the benefits for the company include lower turnover, higher job satisfaction, more efficient teams, and long-term stability among senior staff.
Lay the right foundations. Mentorship programs can be as varied as the companies that utilize them, but three main components can be enormously helpful:
- Schedule. Once a mentorship has been decided on, set regularly occurring meetings with your mentee that meet both of your expectations and availability. Make them priority sessions; if a conflict arises, reschedule as soon as possible. Emphasize the importance of consistent communication as the two of you move through the program.
- Define. Always have a clearly defined topic for your scheduled time together. You can decide together or encourage your mentee to choose an area that they feel needs improvement, but addressing one topic in its entirety before moving on will maximize your time together.
- Ask. Mentorship isn’t an opportunity to talk about yourself – have questions for your mentee each session that are thoughtful and reflect the continuation of ongoing discussions and goals. And to the best of your ability, always be available to answer their questions, even outside of scheduled time together.
Update and collaborate. Mentorships don’t have to be stodgy, lecture-driven affairs. They can be dynamic partnerships implemented across an organization, encompassing everyone from technical staff to directors. Encourage your people to connect with counterparts from different departments and leverage their ideas and experiences in a more formal mentorship program. For example:
- Project managers can serve as peer mentors, offering feedback on daily task execution, decision making, and problem solving.
- Directors can serve as supervisor mentors, providing valuable insight into performance metrics, strategic oversight, leadership development, and career growth.
- Operations managers and C-suite can serve as leadership mentors by collaboratively guiding project planning, execution and delivery, and aligning project goals with business objectives.
It’s true that these mentor relationships aren’t easy to find time for, especially among senior staff. However, the potential that they offer is enormous, from increased collaboration and operational stability to preparing the next generation of your organization’s leadership. If you make the time, you’ll see the results.
Duane Gaugler, PE, is a program manager for Larson Design Group’s Bridge Design team and serves as office leader for LDG’s Selinsgrove, Pennsylvania, location. Connect with him on LinkedIn.
