HR HIGHS
Learning from multiple mentors brings in several benefits
Over the years, services of mentors have transpired as powerful way for managers to learn and grow in the corporate world. Their inputs are proven to be especially valuable in the context of personal development and decision-making. In the present situation when thriving at work seems to be tougher than ever before, seeking the advice of more than one mentor is a smart approach.
This is true more so if you do not like your company-assigned mentor. Ellen Ensher, the co-author of
Power Mentoring: How Successful Mentors and Proteges Get the Most out of Their Mentoring Relationships
, says that you should look beyond people within your organisation. She suggests that instead of making a cold call to your potential mentor, you should approach him through a mutual friend. And as mentoring is a reciprocal relationship, be clear about what you want from the mentor and what you can offer in return. Ms. Ensher says, "Contact more than one mentor and think about what complementary skills you might offer them."
Don’t shun off the idea of having your boss as your mentor. Very often employees consider the idea of having their boss as mentor to be impractical. And some overlook this person whom they interact with every day. A boss who understands your career aspirations could be the best mentor you can ever have. He can even endorse you to the management. So, if you admire your boss, ask him to be your mentor. He would be more than glad to accept. This is also an opportunity for you both to understand each other’s work style and improve mutual relationships. However, before you approach your boss, consider the kind of relationship you share with him. Ensure that you are in his good books.
Then, consider whether your boss would be able to devote the time and efforts required to help you. Managers at senior levels could be less accessible or may not have the patience compared to those at lower levels. Also, a senior who is highly competent need not be skilled enough to mentor others. Ms. Ensher opines that mentoring relationship with your immediate boss has better chances of clicking. She says that he might have "more empathy, more time, and more recent recall and direct knowledge of career paths in the organisation."
For expanding your circle of mentors, the next step is to look around to see who inspires you. Do not hesitate to approach them with the idea, even if they are your peers or employees in other departments. But to make them agree to your proposal, you have to do some groundwork. This includes building good relations, educating them about the benefits from mentoring and motivating them to actively participate in it. In a way, you would be involved in nurturing a whole new culture where people believe in learning from and teaching others to secure their growth and development. In case you do not find people with the skills you require for mentoring you, take the help of your contacts to locate them.
Define your expectations and ask your friends if they know someone who meets those criteria. "Tell everyone you know that you are looking to connect with a specific mentor or role model, and be persistent," says Ms. Ensher. Consulting agencies and past employers could show up as good resources in the case. Creating mentoring relationships would take some time. The process includes finding the right set of people, negotiating with them, getting approval from the organisation and scheduling meetings with them. It also requires significant commitment from both parties to develop rapport and get the relationship going productively.
So do not expect results within a short period. Similarly, do not expect all the relationships to work out or always yield the expected results.
In times like now when you cannot ignore any resource that can support your growth endeavours, developing multiple mentoring relationships can help you and your organisation to secure your growth in a cost effective way.
