A good mentor can help high-performing employees reach their full potential, while a poor mentor may do the opposite. Consider these ideas to provide better guidance.
by Larry Fast for Industry Week
Webster’s dictionary defines a mentor as “a wise and faithful counselor or monitor.” A more expansive way to say it is “one who has extensive experience in life and in work, and is willing to help others develop as people, and as productive contributors of excellence in their workplace.”
Great mentors along the way can put a high-potential person’s career on a rocket ship to their full potential. Poor mentors can slow a high-potential’s progress and stunt their growth. That’s why senior leaders select and assign mentors who are among the most talented people in the organization. They are very knowledgeable about the business, have a professional demeanor, excellent communications skills and set a great example of what success looks and acts like.
In short, they become a model of what it takes to be successful in the company. Ideally, this mentor is two levels above the high-performing mentee. As the high-potential individual moves up, the next mentor should be one two levels above, and so on, right up to the C-Suite.
The Mentor’s Role
Here are a few tips about how to engage the individual. Obviously, whoever hired the high-potential employee saw potential that suggested this person could go a long way in the company. The mentor’s role is to build upon the skills and human traits already present with the new hire.
1. Establish a personal rapport. The early days are often stressful for the mentee. A good mentor will explain the purpose of the mentoring program, and put the candidate at ease by providing patience and reassurance. Building rapport will establish trust and open dialogue. Encourage the high performer to call anytime questions arise between meetings.