By Harvey Deutschendorf
There is a lot of evidence that points to the benefits of mentoring. It was found that 91 percent of workers that had mentors were happy at work, compared to 40 percent who didn’t. The retention rates of mentored employees were 50 percent higher than non-mentored ones, showing that job satisfaction was substantially higher for those who received mentoring. Mentors have also been shown to be more successful in their careers. Another benefit is that mentoring programs have had a positive effect on diversity. A Study from Cornell University’s School of Industrial and Labor Relations found that mentoring boosted management minority representation by 9 to 24 percent. This compares to the impact of -2 to 18 percent rate for other diversity programs. The higher level the organization is, the greater the likelihood of having mentoring programs. Of the Fortune 500 Companies, 84 percent have a program. Surveys conducted on mentors and mentees have shown an overwhelming positive impact in feelings of empowerment, greater confidence and creating meaningful connections.
Here are some areas that determine how successful a mentorship program would look like.
Before beginning a mentorship program, it is crucial to have a clear understanding of the desired outcomes. Organizations need to start with the end in mind. They must clearly define and set out what they are intending to achieve. The organization needs to look at ways of encouraging staff to get involved in the program by showing that it can lead to positive outcomes for them, such as promotions, recognition, or increased responsibilities. As well as laying out the ways that it will benefit both the organization and them, they should also stress how it will benefit them personally. Good mentoring can also increase self-awareness, self-esteem, active listening and empathy, all skills that will have benefits in all areas of life, not only the workplace.
“Mentoring can change organizational culture.” says Boysen Hodgson of the ManKind Project USA, “Relational skills learned in mentoring create teams with greater belonging – with more collaboration, openness to feedback, and emotional safety.”
“My lived 30 years of experience, mentoring and coaching corporate executives has proven this point repeatedly. Mentoring experience improves emotional intelligence skills by increasing our deep listening, empathy, and compassion for others. It also improves our wellbeing while we care for and help others navigate often complex global corporate terrain. Research shows that while helping others, we also help ourselves build skill and deepen our relationships. There is large payoff for the mentor as well as the mentee.” Says Kelly A. Mannel, CEO of eiGlobal, Inc. www.eiglobal.net
In my book, The Other Kind of Smart, www.theotherkindofsmart.com, I share stories of people who credit their success to having great mentors. Seek out mentors who not only have the necessary skills and knowledge but are genuinely interested in helping others succeed. These are the same people who make excellent leaders, low on ego and high on serving others. Ensure that they are fully supported if they agree to become mentors and their own work and careers will not suffer if they agree. It is crucial that mentors are never forced or feel that they are being pressured to agree to being a mentor and there will be no negative effects of them turning down the offer.
Making the right pairings of mentor to mentee is crucial. Consider experiences, skills, communication styles, cultural backgrounds and personality traits in pairing mentors and mentees. Spend time talking to both to find out what they are looking for and if possible, let them decide on who they would like to work with. Mutual respect and trust are important ingredients to start any mentoring relationship.
Create guidelines, a framework and clearly define the responsibilities of both mentor and mentee. Have regular timelines for evaluations and open and transparent feedback. Offer support and training. Courses in areas such as communications, conflict resolution, emotional intelligence, empathy, and active listening will be helpful to both mentor and mentee. Support the program not only with training but allow work time dedicated to the program. Look for ways to take some work off the plate of both participants so that their own areas of responsibility don’t suffer because of them participating in the program. Also consider staff that are not being mentored may feel resentful at having to take time away from their own busy schedule to help those in the mentoring program. Don’t forget to acknowledge their contribution.
Continuously adjust, adapt, and look for ways to improve. One of the dangers of any program is that it can get stale and unable to adapt to changing conditions, mindsets, and circumstances. Evaluate the program at regular set out intervals. Are you getting the results you wanted when the program was set up? It always helps to have a fresh set of eyes to look at what you are doing. This is a good time to bring in some fresh perspective and have knowledgeable people look at it who haven’t been involved all along.
