Co-Producing Success: How Mentoring Encourages Developing Leaders
By Ileanna Santiago Ruiz, Licensed Industrial Psychologist, Gen Yer and Mentee
What would happen if we linked generations by co-producing scenarios of success? What if corporate training programs developed blemish free and customized curriculums? These are just some of the questions that come up as part of a discussion with colleagues while talking about our career hopes and dreams.
We all agreed there was something simply unaccommodating about the workforce we belong to. Something doesn’t quite “click.” Most of our coworkers are already comfortably reaching retirement. We were still “finding ourselves” and deciding what way to go.
As Generation Y, subject matter experts with social media presence, we represent a new phenotype of employee with markedly different goals. This sample of employees will become 2020’s leading men and women. We will need guidance to get there.
Enter mentorship. But how can we ensure it is truly effective?
As noted by Helen Colley in her thought provoking paper, “Exploring Myths of Mentor,” most mentoring proposals have become a response to young people who feel excluded in the workplace. Her appraisal (much like a mentoring exposé) finds any discovery purely anecdotal, calling mentoring yet another training and development typology in a sea of solution surplus. Others of course, find great value in having a VIP pass to an experienced person’s range of wisdom. But despite the debates, open mentoring programs can target younger employees’ needs by connecting them with seasoned veterans. Who can argue with that?
In my experience, mentors are not self-proclaimed messiahs. In fact, they’re more like compelling and talented individuals with volumes of information to learn from. Therefore, mentors are much more like co-producers of success. Can you think of something more memorable or powerful than having someone directly, and positively, impacting your career?
Here are 5 abiding principles aspiring mentors and mentees should make good use of in their pursuit of affirmative impact in the workplace.
1. Mentors should empower.
Including younger leaders in the decision making process builds a sense of confidence, while crystallizing a professional identity. Mentors must provide ample examples of how cumulative efforts and continuous self-improvements lead to success.
2. Co-producing success.
Mentors need to construct realistic scenarios a mentee can learn from. For example ceate “shadow days.” These days the mentee can follow the mentor on actual business activities and learn from them. If viewed as guaranteed disappointment, obstacles may challenge you beyond your wits. A good mentor doesn’t reprimand failure. A good mentor puts things in perspective.
3. Take time to make time.
The mentor must appraise the time they’ll be dedicating to the mentoring experience. Create moments to reflect on what was learned. Apply what you learn as part of your daily routines for success.
4. Feedback = it works!
Give as much feedback as you can when you can. Feedback (when done properly) provides direction. It’s an information compass into less scratchy paths towards success. Generation Y is also known as the information generation. They’re tech-savvy individuals in search of creative challenges, personal growth and meaningful careers. They’ve been students for a long time, which makes them comfortable in learning environments. Mentors should take advantage of this.
Most of the people I talk to primarily want to be part of great things and know their contribution lead to the building of those important things. Mentors should draft out possible paralyzing fears, which could possibly avert the mentee from achieving his or her goals. Discuss them. Plan ahead.
5. Listen.
Listening is the ultimate expression of validation. It says: “I hear you, what you say matters.” Listen to your mentor. Listen to your mentee. A mentor should be uncomplaining about minute disruptions due to inexperience. This is a process that requires patience (from both parts).
A final piece of advice to mentees: Apply what you’ve learned. When what you say matters, people will take notice.
In addition to developing better training programs, a new type of employee relationships will surface, encouraged and authentic about their peers, themselves and the overall health of the organization. This is no longer a Gen Y issue but a workforce issue, calling all of those leaders into action. Talent does support success.
