Being the Mentee You Were Meant to Be

Whether already working with mentors or thinking about doing so in the future, mentees should keep a few things in mind to maximize the benefits and to minimize the stress.

Failing to put enough thought into career objectives, expecting mentors to do most of the heavy lifting and neglecting to show appreciation for the time commitment made by mentors could put a strain on the mentor-mentee relationship.

But Charyl Galpin, head of BMO Nesbitt Burns in Toronto, Canada, says that a fruitful partnership is achievable with the right mindset and some realistic expectations.

“They need to come to the meeting having demonstrated that they’ve spent some time in thought about what’s next for them and that they’re not just showing up with a blank slate and saying, ‘Tell me what you think I should do,” says Galpin.

“It doesn’t mean that they have to have it all figured out, but generally speaking they should have put some thought into what areas they’re interested in, why they might be interested in those and be thinking about how they might be able to take that next step.”

Galpin, who has been a mentor at BMO for about 15 years, adds that mentees also have to be realistic when working with mentors. So while it’s okay to ask for suggestions or advice, it’s not okay to expect mentors to do things that mentees should be doing for themselves.

“I’ve always viewed it as a partnership between the employee and the company,” she says. “There are things that the employees need to do to advance their careers, and there are things the company can do to help.”

Career advancement for women in the financial sector got a boost north of the U.S. border last October when Canadian securities regulators finalized implementation of amendments to National Instrument 58-101 Disclosure of Corporate Governance Practices and Form 58-101F1 Corporate Governance Disclosure. The purpose of the amendments is to increase transparency for investors and other stakeholders regarding the representation of women on boards of directors and in senior management.

Asked what types of skills mentees should have to be successful, Linda MacKay, senior vice president, retail savings and investing, TD Canada Trust in Toronto, Canada, says that a little curiosity, among other things, can go a long way.

“Ideally a mentee is curious, self-aware and wants to learn or make progress on a particular topic or development area,” says MacKay who has been a mentor for more than 10 years—starting when she was a manager and continuing through to her current post. “It can be helpful to the discussion if they are specific about their aspirations or career goals.”

She adds, moreover, that mentees who want to make the most of their time with their mentors should from the get-go seek to build a “good personal rapport.” It also helps if mentees consider what they can contribute to conversations such as by sharing insights pertaining to their mentors’ “business or a specific project.” By being “honest and transparent,” mentees will be able to gain more from the mentor-mentee relationship.

Honesty is, as they say, the best policy—but so is respecting the time that others put into helping mentees on their career path. Although every partnership—business, personal or otherwise—requires some give and take, mentees should never take their mentors’ time for granted.

“The mentor relationship can be formal or informal, but always respect the other person’s time. Everyone is busy!” says MacKay.

Galpin agrees that it is critical for mentees to appreciate how much time mentors commit to nurturing and encouraging them.

“They should be respectful of the time that mentors are spending with them and be thankful for the help that they have received,” she notes.

In the end, successful mentees will realize that it’s not all about them. Put another way, mentees who really want to get ahead in the corporate environment will take the time to reflect on the needs of all stakeholders rather than just on their own objectives.

“I cite examples from my own career where I’ve been looking for advancement or been declaring what my interests were—but at the same time always thinking about what others might be thinking—whether that’s the company, whether that’s my boss, whether that would be people who might be considering hiring me,” says Galpin. “So it’s about making sure you’ve thought about all perspectives and you’re not just focused on yourself.”

By Ian Palmer