Mindset of a Mentor

Real wealth is measured in terms of relationships, and not by bank balances or share values. The management mentor is known for his experimental workshops that stress on both professional and personal growth. With mentoring becoming an integral part of the corporate scenario, mentoring ideas have found newer avenues. Leaders need mentoring the most as they operate under a great deal of stress.

There are experts who can be called mentor coaches traveling around the world (on invitation from corporate organizations) to give discourses on economies, management, leadership and personal development.

Various aspects of mentoring:

It is agreed by all concerned that there is a need of mentoring. Globalization has increased the demand for better performance at the workplace, which has resulted in higher stress levels. Similarly, burnouts are commonplace and employees hop from one job to another in search of better salaries. This makes it tough to retain employees on a long term basis.

Mentoring guides can motivate youngsters while reducing their stress levels. It’s a good idea to provide incentives for mentoring, as it’s a part of leadership.

Mentor needs:

A mentor should have in-depth knowledge and experience in many fields. S/he should preferably have a background in sports, as it creates a better understanding of teamwork, performance and failure. The individual should be non-judgmental, compassionate, unselfish and understanding.

S/he needs to have the patience to hear out others problems and empathize with them. Moreover, s/he should have the capacity to give without expecting something in return.

Barriers to mentoring:

Mentoring is not a superficial exercise; it flows and develops from a genuine concern for others. A mentor can’t have a rigid mindset, s/he continuously needs to evolve and grow. Plus, s/he should be a role model for others to follow.

Relationship building:

My concept and approach to mentoring is an amalgamation of the teacher-disciple relationship, principles of management and leadership. The relationship is affectionate yet detached as the both parties have no vested interest in it.

Mentoring becomes successful only when the mentor has an abiding concern for the protégé success and a commitment to lifelong learning. Ego has no place in this entire process. The mentor should only be driven by the individual’s welfare and the welfare of the organization.

The role of a leader and mentor is often contradictory. A mentor should know the company thoroughly but judge it like an outsider. It’s the responsibility of the top management to find a mentor for themselves and their organization.

Ironically, the top management has the maximum need for mentoring, as they don’t often receive guidance, feedback, decision support or ideas from anyone within the organization.

A mentor can help them identify their flaws in leadership, strategic thinking and decision making. Also a mentor can help in resolving interpersonal conflict and disagreement at the top of the pyramid.

The crux lies in selecting the right mentor. Constructing a mentoring program is quite easy. Mentors shouldn’t consider themselves as bosses, but rather as force multipliers. The focus of the program should be on building relationships that deliver results. The mentor should derive satisfaction from contributing to the success of people and from his/her personal growth during the process.

Leaders need mentoring the most, as they operate in a strategic vacuum without direct access to personal and leadership guidance. Hence, they feel lonely and stressed out and therefore feel the need for encouragement and nurturing. Most of the time people are not looking for solutions but for people to hear them out. Stress is more all-pervasive than one thinks.

Mentoring has a number of benefits. The mentor derives satisfaction from contributing to the success of others. Plus, s/he has an increase in the depth and range of personal experience that result in personal growth.

A mentor can’t have a rigid mindset, s/he continuously needs to evolve and grow. Plus, s/he should be a role model for others to follow.