All too often, mentoring can become just another task on your to-do list.
But mentoring requires developing a genuine rapport. Studies show that even the best-designed mentoring programs are no substitute for an authentic, collegial relationship between mentor and mentee. You need a baseline chemistry with your mentee, and you must have their best interests at heart — even if those interests aren’t the same as the company’s.
Of course, it would be great if your mentee wanted to sustain a long career at your organization, but it’s more important to help them discover their strengths and passions and the best place to apply both. When counseling your mentee on career decisions, encourage them to find their calling whether it’s at your company or somewhere else.
This is the best way to inspire commitment.
Curated by Trevor Lee
These 6 attributes may not be the familiar leadership competences taught at many business schools but it is my belief that they underpin success in today’s collaborative world.
The terrain will change, but collaborative leaders are patient with their partners and with themselves. Your direction may be clear, but you will need a flexible approach to getting there and accept that this will take time.
2. Collective decision making
Decisions made by leaders in isolation and enforced by hierarchical power aren’t sustainable in today’s world. Inclusive decision making informed by bottom up data is key.
3. Quick thinking
You need to be able to see both opportunities and risks before others do, and act in response to them. This requires a quick intellect, and the confidence and courage to implement new ideas whilst taking people with you.
The world we describe isn’t a stable one. Governments come and go; dramatic events happen, you cannot produce a detailed plan of action and expect to see it through step by step. Successful collaborative leaders are tenacious in the pursuit of results that deliver the overall common purpose.
5. Building relationships
Collaborative leaders go out to find future partners, identify sponsors, make new alliances – and are prepared to do all this in unexpected places. They invest energy in doing this sort of networking activity ahead of time, so they can call on these relationships when the pressure is on.
6. Handling conflict
Interdependent relationships are multi-layered and always contain seeds of possible conflict. Collaborative leaders don’t see conflict as a mark of failure – rather it is part of the territory, and they are confident in holding the difficult but necessary conversations that help to bring about a resolution.