Why I Mentor

Adding to my already hectic schedule to mentor several mid-career professionals does not seem like a logical choice, and it's not even required as a part of my role; so why do I do it, and will continue to do so with zeal?

What is Mentoring

Perhaps it's best to start with what it is not. It's not "coaching" a particular skill, for which the mentor needs to be skilled as well. That may be the case in some instances; but mostly it is not and is not intended to. The folks are I mentor are actually required to be completely outside my chain of management and leadership influence; so there is little, if any, I can offer them for their individual jobs. Even if I could, I am very careful not to do so as I don't have the complete context and the likelihood of making a wrong call is high.

The most important facet of mentoring is to be absolutely, uncompromisingly non-judgemental, to the point that the mentee is comfortable in opening up as much as possible. Being involved too much in the specific skills significantly increases that risk.

Instead, mentoring focuses on listening, asking questions to gently prod the mentee to appreciate and evaluate their own situation with greater clarity and encourage a better decision making on their part. Being a senior leader in the organization and having gone through similar, but not identical, footsteps the mentees have taken, allows me to develop a perspective the mentee may not have considered. I listen to their stories, ask hundreds of clarifying questions to bring as much clarity as needed; but then I gently but firmly challenge their own assumptions. Perhaps they are correct; but from the lens of my experience, things may appear different and they may not have considered it to the depth it deserves. Doing it with sincerity further clarifies the situation for the mentee and they often come to their own conclusion, with some possible validation from me.

Sounds much like being a therapist, doesn't it?

What's it for me?

The whole process sounds like a lot of work for mentor. So, why take on that additional work as a leader?

If I were to pick just one reason, I would say it's having a looking glass. Being a successful leader means understanding the dynamics your own team is experiencing and doing everything in your power to get them to their (and your) destination. Interacting with the mentees and listening to their struggles, predicaments, challenges and accomplishments gives me a fresh perspective on how my own team is possibly experiencing. Could they be experiencing some challenges I may not have seen or anticipated? If I am not sure, rest assured I will bring it up explicitly or gently if it's a sensitive topic. There is nothing more important as a leader than developing and sustaining a high performance team and mentorship is a great tool that allows me to do that.

The other reason: having the satisfaction of these mentees achieve their own success. With a little help from me (possibly), they analyze their situation with a fresh perspective, come up with a better decision and execute. In almost all cases I see them taste success. For me, that's priceless.

In Conclusion

1. Mentoring, of course, consumes your valuable time; but not so much as to make a perceptible impact.
2. The mentees get to consider their situation with greater clarity with your wisdom and experience pulled in, which allows them to come up with better decision. That's a great sense of satisfaction.
3. Interacting with the mentees give you a fresh perspective on the issues your own sub-ordinates may be facing that you were unaware of, helping you as a leader to maintain a high performance team.