Mentoring

Accountancy SA, Jun 2005 by Viljoen, Charl

Nowadays it is fashionable to be a mentor. Mentoring is such a popular human resources concept that employees in many companies are required to take on junior staff whether they like it or not. Most mentoring programmes, though born of good intentions, result in little more than awkward lunch meetings, because you can't really dictate how or whether two people will get along. (Don't misunderstand me: there are some very successful programmes out there, but they're few and far between.) The problem, I believe, is that too many of these programmes are institutionally controlled, rather than spontaneous.

Mentoring should be a way for people to free themselves from the systems and structures that the company (or industry, or profession) imposes on their growth and development. The social and organisational systems we build may create a better world, but ultimately it's our knowledge of how to work around those systems that allows us to create new, better systems. We accomplish that by sharing our insights with others, or persuading them to share theirs with us.

In the larger scheme of things, mentoring is a way to enable a new, energetic generation to amplify their own insider knowledge and to propagate its consequences through new domains. It's a way to influence the future. It makes companies grow.

To be mentored, you need someone who will take the time to share what he or she knows to help you along your path. It's often not something you can engineer - like a love affair, you don't realise what's happening until it has an impact. Unfortunately, mentoring has become a kind of cold-blooded system for success. In that career development scheme, the upwardly mobile employee makes it a do-or-die task to find and seduce a mentor. But, the best mentors are those you run into, not the ones you seek out.

A mentor is different from a friend because a mentor sees your potential and helps you develop it. He's aware that he knows more than you do, but he never acts superior. He sees that you're capable of learning from him and gives you the leeway to learn at your own pace, not his. In other words, he genuinely wants to let you use his knowledge without acting like he's your father. He's not trying to teach you lessons. Instead, he lays out all he has to offer and lets you choose what you're ready to use. This is generosity of the highest order.

Because it's a relationship, mentoring doesn't always work. Do not let that frustrate you. Remember that when someone offers to help you, they're not making any promises - they're just extending a hand. A mentor may not want to advise you more than once; respect that. If a mentor offers more, you need to make a judgement about whether you want more advice or not.

* A mentor can not save you from career suicide - he can only offer advice.

* Do not expect anything from a mentor, but learn and ask what you can.

* A mentor is not responsible for you - at most, he or she is responsible for being honest.

* A mentor may have a hidden agenda. Be a little wary.

* A mentor probably doesn't have a vested interest in your career or your life. If his or her advice requires you to take a risk, stop and evaluate that advice critically.

Being mentored can have a wonderful influence on your life, but only you can decide if you trust and respect the person who has offered to help you. Just because someone is more senior than you or more experienced doesn't mean he's right, or that you will benefit from his suggestions. Sometimes it helps to get a second opinion. It's your life - your judgement is always required.

Charl Viljoen is Branch Manager for Communicate Personnel: Finance Division.