Successful Mentoring
INTRODUCTION If one were to survey a panel of CEO?s and executives and ask them what their most important asset is they would say, ?People?. If one were to ask that same panel of leaders what the one thing they lack in their organization the answer would probably be ?trained and developed personnel?. While many organizations spend countless of dollars on training, seminars and development courses, others tend to leave this important human resource issue to chance. Is it possible to create such synergy within an organization that the leadership rarely looks outside the organization for promotions? Is it possible for an organization to improve its human resource development and identify a tangible contribution to the overall business success
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Compatibility of styles and personalities can be critical. As stated in the Harvard Business Essential Coaching & Mentoring edition, a productive mentoring relationship depends on compatible personalities and complementary abilities and interest. So when an organization is seeking the right match it should look for mutual respect, a logical fit, no political agendas, compatible temperaments or styles and commitment. They further write that bosses do not necessary need to be ?the mentor? there are pros and cons to this type of relationship (HBE …show more content…
Information is provided directly, is relevant and usually done in context so it can be applied immediately. For the coach it may lead to such an increase in skills that they can delegate some of their work to an associate. For a mentor, it could just being the satisfaction of a knowing you had a hand in developing a rising star. The disadvantages really reside with the individuals involved. Coaching is a relationship activity designed to increase performance. Generally, coaching is informal and occurs between the boss and the employee(s). Mentoring is a more formal process, based on a one-on-one relationship with someone distant in the organization. While a mentor can use all of the coaching types, their purpose is broader in scope than that of a
Compatibility of styles and personalities can be critical. As stated in the Harvard Business Essential Coaching & Mentoring edition, a productive mentoring relationship depends on compatible personalities and complementary abilities and interest. So when an organization is seeking the right match it should look for mutual respect, a logical fit, no political agendas, compatible temperaments or styles and commitment. They further write that bosses do not necessary need to be ?the mentor? there are pros and cons to this type of relationship (HBE …show more content…
Information is provided directly, is relevant and usually done in context so it can be applied immediately. For the coach it may lead to such an increase in skills that they can delegate some of their work to an associate. For a mentor, it could just being the satisfaction of a knowing you had a hand in developing a rising star. The disadvantages really reside with the individuals involved. Coaching is a relationship activity designed to increase performance. Generally, coaching is informal and occurs between the boss and the employee(s). Mentoring is a more formal process, based on a one-on-one relationship with someone distant in the organization. While a mentor can use all of the coaching types, their purpose is broader in scope than that of a