How do you design a mentoring program that aligns with your organization's strategy and values?

Not all leaders are interested in creating a learning/mentoring program. One of the best ways I have found to change minds of ‘reluctant’ leaders is to begin a book club for the organization’s leaders. One particular book “It’s Your Ship” by Michael Abrashoff tells of his journey. He realized he had to improve his own leadership skills before he could help others. Books can help those who are fearful of letting others see their own personal leadership shortcomings. As growth happens, it becomes easier for those ‘reluctant’ leaders to help others grow.

I find it useless to talk about mentoring programs for employees once a year, usually during annual performance reviews. My best practise as an internal mentor (retail company, fast speed Agile environment) showed me that the below changed completely the experience of the people in my department: 1. A mentoring program that doesn't have start/end dates, where mentors were available with listed skills and everyone can work with a mentor until a solution was found 2. Directors to actively listen and 'hook up' their team members with a mentor when a need arises, rather than pre-scheduled regular meetings between a mentor and a mentee.

Everyone can be a mentor. You don't need to be an all-above-the-board top performer to excel in one area of performance. With horizontal mentorship programs, everyone can mentor and be mentored. This method allows employees to own an area they have confidence in, while accepting learnings and development from a peer. It removes the top-down pressure on all your (probably overtaxed) leaders to also be mentoring the entire level below them. It fosters better engagement all around, and eliminates intimidating to promote a healthier level of communication between mentors/mentees.

Mentoring is normally for the most exceptional employees, people who show promise but need help to become top performers; normally reserved for the most talented employees demonstrating potential. Work with talented people, help them advance, and they will become assets now and allies in the future. Ignore them, and they’ll find someone else — maybe a competitor — who appreciates their talents. Make sure you clarify and define the differences between Coaching and Mentoring. Determine the characteristics of a good Mentor for your organization. Know yourself (e.g. values, character, communication style) better so you can know your Mentee(s) better.

Mentors can be internal team members or external for the company experts. I believe at some point each industry will come up with the idea to have a global database of mentors that can be hired on a specific need or goal. Currently LinkedIn is like a such database as people can search for mentors.

It’s important that the organization has both a clear definition and acceptance of the differences between Training, Coaching and Mentoring. AND aligned and integrated with policies and programs that are unique to your organization. Models such as the Egan 3-stage Skilled Helper/Mentoring Model are useful as templates to help align your efforts and sync with HR and your Training and Development functions. ? Training is about imparting knowledge, putting your best into someone that results in demonstratable Skill. ? Coaching is about getting the best out of someone resulting in depth and application of Talent. ? Mentoring is about sharing the meaning and purpose of experiences with someone resulting in applied Wisdom.

Mentors are experienced members of staff, from senior levels and from all disciplines; even someone from a partner or affiliate company. They must be interested in supporting and enabling people to develop themselves and in the opportunity that being a Mentor provides for their own development. All Mentor volunteers are either department managers or section heads/superintendents, so they are highly experienced with expertise and provide great role models for the Mentees to optimize their career potential. It is, however, not advisable that the Mentor is the Mentee’s direct line manager.