Why You Should Be Mentoring
Superstars in your organization are made—they are not born great.
You certainly didn’t wake up and were suddenly a manager or a chief executive after years of busting your butt as an understudy. An executive noticed your potential for greatness and mentored you on the path to success at one company or another.
Mentorships break down multiple barriers to build a relationship that benefits the organization and you. Larger companies are increasingly hip to mentoring as a mainstay program for growing their organization—Chronus reported 71 percent of Fortune 500 companies have adopted a mentorship program. Those companies enjoy nice things like employee retention and engagement, increased productivity, and better leadership. Be honest with yourself—you want those things and mentoring is one way to get them.
We made a step-by-step process covering the essentials of being a great mentor. Now let’s look at why you should be a mentor in your organization.
Mentoring Provides Better Employee Production
Employees learn new skills—or should—under you and that’s great and all, but a little more care is needed. You can provide context for your mentee’s skills learned to help them be successful. Getting hands on with a mentee empowers them to takes more chances and make fewer mistakes. Better production comes from your mentee knowing they have your support.
Supporting Your Employees
Your support of an employee as they grow in your organization is huge for both of you. Remember, you were once a diamond in the rough who needed a boss in your corner. Kris Dunn, CHRO at Kinetix, an Atlanta-based recruitment process outsourcing firm, says maintaining that support is important to help employees advance in your company.
“My favorite reason to have mentorship programs–either formal or informal–is that the stars in your organization need to feel like someone is their agent,” said. “The stars will have options in the future. The more they feel connected to someone in your organization that has influence, they’ll further believe someone has their back and wants them to advance in your company. Without mentorship, those young stars are much more likely to be picked off by your competition.”
When you keep up active engagement and a connection through your guidance, you’ll improve as a leader.
Become a Better Leader
Guiding a mentee to being better than they would be solo is damn good leadership. Keep in mind that mentoring is not a one-way street. A mentee helps you understand some flaws in the organization, reach a better understanding about your perception as a leader; and you gain a new perspective about problem solving. All of those things are vital to being a great manager.
Mentoring helps you engage your employees in a truly meaningful way. The company gets to enjoy employee retention and engagement while you personally have developed into a better leader. Break down the barriers and lend a hand.
Denis Coleman is the founder and CEO of Work Compass, a cloud staff performance collaboration software platform that helps teams align their efforts with strategic goals and continuously improve performance. Frustrated with the disconnect between strategy setting and day to day execution and the lack of tools available to managers to help them be great at their most important function …. Aligning their teams activities with strategic goals and actively managing for high performance Denis spent over 5 years researching strategy execution and performance management practices before founding Work Compass to create a software solution. Denis has held senior roles in Ireland, Czech Republic and North America with high performing electronics manufacturing and professional services organisations for more than 12 years. Denis has worked as Finance Director responsible for €800 million in annual revenues for Flextronics International, Key Account Manager responsible for annual revenues of more than €600 million for Dovatron International and Management Consultant for BDO one of Europe’s most successful professional services providers.