3 (Demo)

Mentoring

In our fast-paced society, our lives are so hectic we are lucky to remembers the basic four routines of life: getting up, going to work/school, eating and then going to sleep.  These are the essential elements of every human; so when one has to add another thing, it becomes unrealistic unless it is important.  This concept is very similar to a work place where one goes to work at a given time, works for a couple of hours, eats lunch, works for another couple of hours and then leaves.  If a person has to add an additional component, they may turn down an idea like mentoring.  My focus will be on how important mentoring system can be to a company, how it can be beneficial to both parties and how to help senior managers motivate middle managers to take on this project.

In the article, Mentoring and coaching in the workplace: an insight into two leading leaders by developing programs in organization (2004), Watt believed that every organization should have a mentoring program because it would provide leadership opportunity for the employees.  She also believed that mentoring will also bring motivation to the work environment.  Her motto was “mentoring is a form of providing support in which individual’s with more advance experience and knowledge (mentors) are matched with lesser-experience and knowledgeable individuals (mentees) for the purpose of advancing the mentee’s development.”  I totally agree with that because my first experience in a mentoring program was when I was a freshman in college and I was matched with a faculty member who eventually became my faculty advisor.

One of the things she believed was the driving force in establishing a relationship between two people was the learning process from one another.  She also acknowledged that in order to have this kind of relationship, each participant must learn to have “mutual trust, respect, and open communication (2004).”  I also have added cultural sensitivity for one another to those three elements.

A mentoring program can also be an asset for the mentor.  One of the main reasons why mentors should look into this program is to help individuals move to the next level.  There are a couple of reasons why an individual needs mentoring to help move to the next level.  For example, a mentor can help an individual who is under-utilizing his or her skills by enhancing a new skill.  Another reason is that a mentor can also provide opportunities for an ‘ambitious’ individual who wants to take his or her career to the next level by helping them transition into new challenges.  Overall, a mentor can also assist in building a broader perspective for the organization.

In addition to the mentor’s perspective, the mentee should also know the benefits of the mentoring program.  There are several benefits that one can attain either personally or professionally.  One of the greatest outcomes is a greater access to professional networks.  By having a new network of people, one can identify more career goals.  Also one can work through issues with a mentor who is not a supervisor.  This can be done once there is total trust and respect for one another.

Although there are positive impacts to both parties, many middle managers do not want to take on this obligation under his or her job duties.  In my opinion, one of the main reasons why the middle managers do not want to do this is because he or she thinks it is unproductive.  It is very time consuming.  Other reasons why the middle managers might not get involved with a mentoring program are because they cannot see the benefits of the program or they had a bad experience.  In my personal experience, my faculty advisor had several other mentees before me, she felt that she put in a lot of effort and the mentees were not interested until I came along.  Lastly, a middle manager might not want to do the program because he or she felt pressured.  The individuals are being mentors because they are doing it as an obligation to the company.

In my opinion, every work environment should have a mentoring program. Mentoring is a partnership where both parties needs to work together.  With time, patience and open communication, the relationship can flourish into something special like a blooming flower during the spring time.

 

Reference

Watt, Linda. (2004).  Mentoring and coaching in the workplace: an insight into two leading leaders by      developing programs in organization. Retrieved September 19, 2011. from

http://www.allbusiness.com/human-resources/careers-career-development/257160-1.html

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