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By Vincent Malunga | 01 March 2022
Most modern and progressive organisations have long incorporated mentorship into their career development and succession-planning programmes within their Human Resource Management function. In some cases, this is mandatory for those recruited and earmarked for fast progression through the organisation’s ranks. Those considered the best leaders in organisations are assigned mentees on strict criteria such as area of specialty, academic qualifications.
Others have implemented what is tantamount to dating games à la Tinder. HR compiles the profiles of future mentors and mentees and pass them around between the two groups. They then organise a matching session akin to speed dating. It amounts to 5-minute sessions with each other before rotating over to the next suitor. At the end of it all, they hope to see successful matches.
Unfortunately, in real life the sustainable success rate of the matches is much lower than HR hopes for. See mentorship is as complex and as time consuming as any meaningful relationship building. There are various drivers that determine success or failure.
Today we explore some of these drivers. However, the key conclusion is that successful mentorship is a function of affiliation on different levels. Moreover, it the mentee largely drives the process more so than the mentor does. Below are some of these key drivers in step:
First, a potential mentee must have a good sense of what they seek out of a mentor to help them with their self- identified areas for development. This includes qualities (behavioural), skills and experience. For example, one might be seeking to enhance sales skills that are combined with strong social behaviour.
Second, he or she must seek out potential mentors who display such skills and behaviour so that they can approach them for possible mentorship. It is important at this stage to research the candidates shortlisted in one’s head. This ensures a sensible and informed conversation when one approaches them.
Third and related to the process above, is the awareness that mentors do not necessarily to be of a higher organisational rank than oneself. What is critical is the value they can add to a mentee relative to the latter’s development needs. Higher ranked mentors however greatly experienced or achieved they may be, do not necessarily have the time, commitment or even the ability to impart what they know.
Fourth is to approach the target mentors for introductory meetings to find out if they are willing to sign up a mentor. Besides willingness, mentee must assess if they exhibit passion for developing others, if they have time and commitment, and whether they sound like they are capable of imparting what they know. This more akin to the three-date rule before jumping into bed! If they cannot make 3 dates, chances are they will never have time for you. Mentee must also assess compatibility of life philosophy and alignment on what defines success in one’s life. Affiliation is born of shared values and principles.
Fifth, once a mentorship arrangement is agreed, both parties take responsibility to make it work, although the mentee must drive this. Based on his or her needs, Mentor must provide practical learning opportunities that occur as part of his normal routines. Mentee must also be proactive and request specific exposures that he or she knows mentor can provide.
Sixth, there must be a flexible rather than rigid action plan with milestones agreed to be evaluated at periodic tollgates. Parties must evaluate jointly if the arrangement is working, and what if any adjustments must be made to ensure success.
Seventh, both parties must understand that affiliation entails confidentiality as appropriate, friendship as well as due professional courtesy and conduct with each other. Like any relationship, respect and trust underwrite the relationship.
Eighth, it is important to realise that learning can be a two-way street even in a mentorship arrangement, where both parties benefit mutually.
Ninth, mentorship also needs degrees of freedom to evolve as parties’ needs change and evolve. There is no written holy grail. Flexibility is the hallmark of success in this regard.
Tenth and finally, it needs to be informal as much as possible to create an opportunity for relaxed learning and license to ask stupid questions safely.
So, whether you intend to be a mentor or mentee or even both, it is happy mentorship and growth to you all!
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This article is also published by the CEO East Africa Magazine submitted by us.
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