Driving individual growth and organizational resilience through mentoring

The world is changing at a fast pace- driven by technological, environmental and geopolitical developments. And to top it off- over the past 18 months or so, we have found ourselves in the middle of a pandemic that has forced us to work, act and live differently.?

The companies we are part of are changing too, and this often means that the complexity of what we - as leaders and as employees - are exposed to and accountable for is increasing. To manage that complexity and stay relevant - the ability to change, develop and learn will be critical. It will no longer be about who knows the most, but who can learn the fastest. And that is where the concept of mentoring comes in - and why I believe that mentoring will be important for the future success of both companies and individuals.

There are two main types of mentoring – formal mentoring as part of a structured program, and informal mentoring where mentees find their mentors themselves. I have tried both, and while formal programs bring advantages such as mentor-mentee matching, training, and a set structure, I have found that informal mentor relationships can also be rewarding.

Regardless of type, mentoring is a partnership between two people who are not in any reporting line to one another. It must be a safe relationship where confidentiality and bilateral trust is crucial. The mentor role, as described by Clutterbuck (2014) and Ekeland (2014), includes four different behaviours aimed at helping the mentee to help him- or herself. The mentor’s most important tool is to ask questions instead of offering answers.

• The coaching role where the mentor is a “critical friend” and sparring partner challenging the mentee by offering new perspectives and dialogue
• The networking role helps the mentee become aware of networking possibilities, and sometimes opening doors by providing access to own network or building bridges.
• The counselling role providing support by just being available, listening and encouraging, opening the mentee’s eyes to own resources, talents and potential.
• The guiding role encompasses being a role model, telling stories and sometimes giving advice when asked by the mentee

People have different experiences and different views of what mentoring is but to me, it is something that has helped me and others master transitions, This can be transitions in knowledge, understanding and ways of thinking – but also change coming from making personal and professional choices.?And given the times we are in now I think we will all continue to be faced with plenty of that.

To me mentoring has also had a strong personal significance.?I have not really shared this before, but a while back I found myself in a new context where the approaches that I had relied on and that made me successful before, suddenly did not work anymore. I was not able to bring my views across in the constructive manner I intended, I struggled to navigate and spent a lot of energy trying to change the people that were part of my situation. I found that very frustrating - and over time emotionally draining to the extent that it started impacting my personal life as well.

At the time I had an external mentor, and that really saved me. She made me realise that the only person you can change is yourself, and that continuing to apply the approaches that made you successful before, but clearly do not work in the situation you are currently in will only wear you down. So, she helped me do a deep dive into myself and by asking questions and challenging me, she helped me expand my thinking and my repertoire. It was a tough period to go through, but it really helped me both personally and professionally. I came out of it as a stronger and more well-rounded leader - and ultimately as a wiser person ??

So, to sum up - I have experienced being a mentor and having a mentor, tried reverse mentoring, formal and informal mentor-mentee relationships- and I have found them all rewarding. Because regardless of your role in the relationship, it is a two-way street. The point of it is being on a journey together – connecting, discussing, sharing experiences. And along the way you learn and adjust. This is perhaps at the core of what really makes a mentor-mentee relationship or program worthwhile: when it enables a development journey for both parties, where different perspectives, experiences and viewpoints are shared and reflected upon?- resulting in learning and growth for all participants.

When I look back on the mentoring relationships I have been in over the years, my realisation is that they have made me reflect on what I do and how that enables my purpose, what I have learned and how I can share it - and last but not least- on how I can continue to adjust and adapt as circumstances in my organisation change.

And that makes mentoring relevant not only for us as individuals, but as a powerful tool to improve resilience and ability to adjust at an organizational level.