In a previous blog, we talked about learning together and some different (and fun) resources you and your mentoring partner can check out together. In this short video, CEO of CME, Lisa Fain, discusses why doing activities like learning together can strengthen not only learning, but your relationship with your mentoring partner.
For a change of pace, here are a few resources (2 that are unlikely) related to mentoring.
#1 – A great Ted X talk
Check out this great TEDx Talk by University of Maryland professor Dr. Kimberly Griffin. There are great references to Marvel comics and reality TV, as well as three critical takeaways:
- Remember mentoring is about relationship.
- Don’t seek one mentor to provide answers to all your questions. Instead, create a group of mentors who can provide a variety of guidance.
- Be mindful of the rule of reciprocity — Think about what you have to give to your mentors, not just what you have to get.
Dr. Kimberly Griffin during her TEDx talk
You can find Dr. Kimberly Griffin on Twitter: @doctorkag
Find Cara Allwill Leyba on IG: @thechampagnediet
#3 – A Classic film
I first saw Cinema Paradiso when I was a teenager, and I remember getting goosebumps then. I still love this film, which reminds us how a mentor’s voice can shape us, stay in our heads, and guide our decisions long after the mentoring period has passed.
#2 – A Poem
This poem reminds us that we are constantly evolving the importance of taking ownership of our learning and growth.
Worthy by Cara Alwill Leyba (from the book, Stripped),
You must aggressively
from negative thoughts,
and disempowering beliefs.
You must believe
with every thread of your heart
that you are worthy.
You must make your personal evolution
a full-time job.
One way to harness the power of mentoring is for mentor and mentee to study something together. I employ this practice in one of my current mentoring relationships. My mentee and I choose a topic and find a book or article related to the topic to read between our monthly sessions It’s been an excellent way for both of us to learn and to guide our discussions.
Here are some tips to make this work for you:
Agree on the mechanics.
Decide who will choose the reading and how much of it you will discuss at the next meeting.
Keep it relevant.
Make sure that the topic is related to the mentee’s goals. In mentoring, learning is always for the sake of development, and it should be tailored to the mentee’s learning objectives.
Right-size the homework.
Nothing kills follow-through like being overwhelmed. If you choose a book, break it into chapters and agree to read a few chapters, The idea is to generate enthusiasm for learning together, not to slog through the material.
Come prepared to discuss.
Remember that this reading is just for enlightenment; it is an opportunity to learn together. Mentors, resist the temptation to teach or lecture. Plan on discussing what you learned and how you think this might relate to your mentoring objectives.
Create an implementation plan.
I used to live in Washington, DC, where there are crazy long escalators that go down to the metro stations. There are times I would feel like the ride on the escalator was as long as the rest of my commute. Some people hate those escalators, and even have nightmares about getting stuck on one and never making it home! Like many fears, there is no explaining this one. Even if the escalator abruptly broke down, you wouldn’t be stuck on it. You could always walk up-or down the escalator to get to your next destination.
The reliance on reading to create change is a little like waiting for someone to fix the escalator. At some point, you may have to use the skills you have to get the results you want. Knowledge will only get you so far. After you discuss your learning, create an action plan to bring that learning to life.
Sometimes mentors and mentees think that it is on a mentor to provide all of the solutions to all of a mentee’s problems. Check out this video on why that may not actually be the case!
There are some really great managers in our workplaces today. These managers understand the importance of focusing on the development of their employees. They take the time to build relationships with the people whom they manage. They create a safe space for learning, inquiry, and even for making mistakes. They are great role models, advisors, and coaches.
So why do I discourage mentees from choosing their supervisor as a mentor?
Before I answer, here is an important distinction. I DO believe that good managers should develop the competency of mentoring. I DO believe that when managers mentor others, it helps them become even better managers. But while it is important for managers to be mentors, I DO NOT think that managers should mentor people who work for them.
There are two characteristics of a supervisor/employee relationship that make it less than ideal for a mentoring relationship:
A manager’s primary accountability is to the business’s success, not the employee’s career.
Ultimately, a manager is responsible for their team’s performance and must put the organization’s interest first, even when it conflicts with the employee’s interest. Managers are hired to perform a specific job and to make sure their team’s performance is in service to the outcome they are hired to achieve. Sometimes, an employee’s interests might be at odds with that responsibility. Perhaps the employee’s best career path would take them out of that team, out of that company, or in a different role. A manager’s allegiance to the organization compromises their impartiality when they mentor their own employee.
A mentor’s primary accountability is to the development of the mentee. Since a mentor is not tethered to performance metrics, they can provide an additional unbiased perspective that can help a mentee develop in a way that is authentic to their own needs.
A manager is responsible for evaluating their employee’s performance and job security, which includes determining their compensation and career trajectory.
No matter how good the manager, ultimately, they have a say in their employee’s compensation. For mentoring to be effective, a mentee must feel safe sharing their challenges and shortcomings. It isn’t easy to build that safety when one’s job or livelihood is at stake.
There are some essential roles a manager can play in mentoring, however.
Mentees: Enlist your manager in your mentoring by:
- Asking for help in finding a mentor. Share what you want to learn. Ask them who they know who might be a good learning fit.
- Helping you identify learning goals. Ask your manager what skills, competencies, or knowledge they think you can strengthen or amplify. If those recommendations resonate with you, use them as a basis for setting goals in your mentoring relationship
- Giving you feedback on your progress. Share your mentoring goals with your manager. Ask what improvements they have observed.
Today’s world is ripe with hate, mistrust, criticism, and negativity. To combat check out this video on how compassion is fundamental to being a mentor.
The pandemic has surely made us race into the future. Remote work was at it’s peak this past year, with many people still working from home here in 2021. So how does mentoring, something that hinges on interpersonal connection, work in a virtual workplace? In this episode of “Thinking Inside the Box” by Matt Burns, CME’s CEO, Lisa Fain, discusses how mentoring may be in the future, and how those relationships can thrive.
Sometimes measuring mentoring requires a bit of creativity. Check out this video for some ideas on how to measure successes at all levels of a mentoring program.