ambition in motion

Have you ever been in that unique situation? You know the one to which I am referring! You have made a secret decision to go back and further your education, even with your crazy schedule, never thinking you would get accepted! That day comes and you open your email to the words… “Congratulations on your Acceptance into Graduate School!” It is at that moment you wish to have a mentor. Someone who can encourage you, take you under their wing and help you learn new skills.

Mentors can help mentees in several different ways. First off, they can reach out and connect with them because they were on that same path only earlier (furthering their education). They may be in their classes at school and encourage them in a subject in which they are struggling. Secondly, they can reach out and connect with them on LinkedIn; helping them build and/or strengthen their resume and helping them build their network by introducing them to other professionals in the network or tagging them in various posts/events to bring the spotlight on the mentee. 

A major advantage to having a mentor is by helping the mentee in preparing for job interviews by giving mock interviews, helping them nail that interview, improving their interviewing skills, gaining confidence, and giving tips which might mean the difference between a job offer or not.  Mentors can also give emotional as well as professional support.  Many times, even with the best education, grades, and training, professional job offers are difficult to obtain.   For an individual to excel in graduate school and still not be able to acquire that coveted position can be devastating.  Too many “we have decided to move in a different direction…” type letters can cause the newly graduate student or current “almost graduated graduate student,” to rethink their career path and all those student loans.  Mentors have been there, done that, and many times have answers for those questions that are extremely difficult to answer.  

Lastly, a mentor can be a friend.  Someone to answer the tough questions, “am I in the right field,” “am I not dressing appropriately,” “am I too eager,”  all good questions, real feelings, and many times, only a friend can help give that necessary answer.  Mentorship is an important part of today’s professional and academic community – it takes time, commitment and a giving of oneself, but in the end, it is well worth the investment.

Always remember “What it is like on the other side of the desk.”

People are an organization's greatest asset. Organizations strive to obtain top-performers and maintain quality performance. Organization mentorship is a critical aspect of recruiting top-performances and maintaining quality performance. A mentor can help an employee ascend great heights in their career and can be a conduit in networking channels. Networking is imperative for access to business opportunities. The best way to ensure you are in the best position in your career and gain opportunities for the future is to have a mentor.

I have several mentors, professionally and personally. Throughout the years, they have assisted me in navigating organizational obstacles, served as advisors for hard decisions, served as a sounding board for venting, and given me access to opportunities. A good mentor empowers mentees to make the best out of their situation, whether it is deciding to apply to another job or finding the best way to approach a workplace situation. The mentorship I have received over the years has been invaluable to me and I don't think I would be where I am today without my mentors' investment in my professional life.

Finding Your Place
Finding your place in a new organization or even an old workplace can be difficult. A mentor can assist you in navigating your way through organizational culture, office politics, and self-evaluation. Organizational culture plays a huge role in the way employees are viewed and valued. Mentors can help employees realize characteristics that are needed to adapt to the organizational culture. Mentors can also assist with self-reflection. Self-reflection can help employees self-regulate and understand other's behavior as well. Employee understanding of behavior can assist in finding their place within the organization. 

I have been in the Army for 17 years and I think I have been pretty successful in finding my place. The Army has a very distinct culture. I relied on my mentors to provide me feedback on how to fit in and adapt to the environment. If I didn't have mentors to lead me along the way, I probably would not have gotten far in my career.

Excelling to Great Heights
Most people want to be successful in the workplace. Excelling to great heights in your career is not only satisfying but helps the organization overall performance. Mentors can be the stairway to achieving great heights. Good mentors have value in their experience and past decisions. Mentees can glean from the guidance mentors provide and use that information to excel professionally and personally. 

I have achieved some great feats. I transitioned from being an enlisted soldier to a commissioned officer (warrant officer). I have completed a myriad of military training and I am currently pursuing my doctorate in business administration. These accomplishments would not have been possible without the input and guidance of my mentors. The valuable insight and experience are what have allowed me to make sound decisions and work through obstacles. 

Networking is one of the most important things that a professional can do. People rely on relationships to excel in professional and personal aspects. Networking provides employees opportunities to excel in ways that they wouldn't otherwise have a chance to. Mentors can be conduits in different networking circles to facilitate those opportunities. The more networking circles an individual has the better for the chances for the opportunities. 

My mentors have introduced me to a variety of networking circles. These networking circles are not just important now, but for future use as well. As I progress and transition to another career, they serve as stepping stones. Nourishing the network circles is as important as having access to them. If you are fortunate to have access to network circles, make sure you foster the relationships.

Workplace Blueprint Template
Lastly, mentorship provides mentees with workplace blueprint. The workplace blueprint is the type of information that will allow you to understand how your organization works and possibly other organizations. If you change workplaces, the feedback you have received should translate to your new organization. This information can allow you to excel anywhere. Possessing the workplace blueprint will also make you a great mentor for someone else that make need guidance and mentorship. 

I pay it forward by making myself accessible to others for mentorship. I have people that have selected me to be their mentor and people that I have reached out to ask to become their mentor. I have decided to make sure that I pass along the knowledge and feedback that I have received over the years. Hopefully, by now, I have convinced you to seek out a professional mentor and how important it is to have a professional mentor. I have highlighted the importance that mentorship serves in the workplace and in personal growth. Capitalizing on opportunities for mentorship can pay dividends in your future. It did in mine. 

Mentors Help Mentees!
The Scottish author and government reformer, Samuel Smiles, said in 1855, that Alexander the Great valued learning so highly, that he said that he was more indebted to Aristotle for giving him knowledge than to his father Philip for life.

Mentors are trusted advisers who train and counsel new employees, or students, in a company, college, or school (Capellini, 2018). Alternatively, they are called a mentor, coach, guide, counselor, teacher, instructor, sponsor, or wise adviser. The descriptions signify many different connotations so that it might be necessary to consult a dictionary for specific clarity. Mentors embrace all aspects of a mentee's life. Whether in college on an educational journey, in search of a career, or merely negotiating life's path, individuals need mentors to provide guidance and leadership. As a substitute, coaches, counselors, or immediate supervisors provide wisdom as needed. Also, college students seeking graduate degrees have advice-givers like a Supervisory Committee, headed by a Chairperson. In all, trained advisers offer support when and where required to help mentees attain professional goals. 

Mentors are specific and straightforward toward mentees. They carefully explore and help develop a mentee's professional leadership qualities, inspire them to assume progressively higher responsibilities for themselves and others they might be associated with, and encourage career pursuits. The mentors' vision and efforts generate mentee improvement and growth. They learn to act on a personal and professional level with their peers, set enhancing performance goals, boost the ability to be candid and honest with themselves and others, and learn how their feelings impact their actions. Mentors also seek positive feedback, a talent essential to strengthening desired behaviors, by controlling or redirecting disruptive impulses and moods, displaying poise and composure, and creating an environment of trust and fairness. 

Mentors use guidance feedback, to help eliminate undesired behavior–aptitudes and reinforce mentor–positive impulses. They listen for whole meanings of statements, look for generalizations or threads of meaning derived from facts, and carefully listen to events to distinguish truth from opinion. Mentors show empathy for the mentee's perspective, emotions, wisdom, concerns, put themselves in the mentees' shoes applying similar experience, never confuse tolerance with sympathy, or feel sorry without understanding the full context. Mentors recognize when a mentee changes the tone of voice, rate, or volume of speech, that it may indicate a lack of assurance about something, or they wish not to be forthright about certain information. Mentors observe issue indicators, the mentees' nonverbal clues, eye contact avoidance, slumping or clenching fists.

Mentees should cultivate resourcefulness, accountability, and the responsibility to be active and productive learners. They should show a desire to learn, objectively access and develop needs, establish clear growth-related goals, openly speak about them, and be responsible for their progress and personal growth. Mentees should take the initiative to schedule advising meetings with their mentor, be receptive to coaching and feedback, maintain a positive and constructive attitude, take advantage of training and growth activities, the assistance offered, and retain confidentiality. Mentees should seek a mentor with similar experience, personality, and availability, and prepare questions to ask their mentor.

Dr. Colonel J. Solis, USMC, Retired

BSBA, BSBA, MBA, Mphil, DBA, Ph.D.(c)

SVA, Executive Director, U. S. Marine Corps

References

Capellini, J. (2018). Final Report, 2018 Marine Corps Community Services Education Center Program Assessment.

Samuel Smiles, December 1812 to April 1904

An encouraging message from Brandon Gaydorus, giving an illustration on how mentors can guard you from making the same old mistakes and learn from others.

I have been a mentor for the last two semesters and have had a total of 3 mentees. Each mentee approached the relationship a little differently but always from a positive standpoint. Each had their own interests and their own perspectives. I found it very rewarding to be able to provide my perspective on many, if not most, of their interests. I think I was able to provide some guidance on going forward with both school and career. One thing I stressed was balancing school and personal interests. Both are needed in my opinion. Too much emphasis in either direction is not the best way to proceed. While in school, schoolwork needs to be the primary interest but it also needs balance with personal activities.

One area that seems universal with all 3 mentees was where to go after graduation. We would discuss their interests and why. Some would have a very good idea of what interested them and what they wanted to pursue while some did not. One thing I stressed to them was that whatever direction they decided to go they had to be able to make a living and pay the bills. It is great to pursue your passion as long as it will result in getting a job that will pay the bills. If your passion will not result in a job that will pay the bills, pick another area of interest that will result in a good paying job.

All 3 mentees were interested in how I decided to become a chemical engineer. In my case it was very logical – I was good at math and science and I was told that being an engineer could utilize my talents. I decided on chemical engineering after entering college when I again looked at what I was good at – math and chemistry. All 3 asked about my co-op experience and my view of co-op. I am very positive on the co-op experience and would definitely recommend it to anyone in engineering school.

Two of the mentees asked about my finances. I do have a limited amount of experience in that area as I studied and took the exam to get a limited broker’s license (Series 6). I did pursue that for a short time but decided it wasn’t for me in the long run. I was able to recommend what I would do if I were them going forward after getting a job from a financial standpoint – first order of business is to put 6 months of living expenses in savings for a rainy day. Second order is participating in a 401(k) savings program thru their employer (if available) and maximizing the company match.

I was able to provide resume review (thru a friend of mine that has a lot of experience in that area) for two of the mentees which both thought was helpful. Other topics were discussed as well depending on the interest of the mentee but the most important ones from my standpoint are listed above. All calls for all the mentees lasted a minimum of 45 minutes with most over an hour. A positive attitude on the part of the mentee and the mentor makes this program very worthwhile for both – it certainly did for me and I would venture to say you would get the same response from the mentees. None of the calls were limited by time – on either end.

In the business world there is a difference between what outsiders or customers believe about the internal operations of a company and how employees view the reality of how things actually operate. I believe knowing who actually makes the decisions, upper management expectations, and what characteristics promote upward mobility in a particular company, are the things that make a mentor invaluable. Mentors can see where you fit in best and where you need improvement. They are able see attributes as well as faults that we may not see or be willing to admit. Mentors are those who are there to provide the truth and not worry about padding your ego; this is all to make mentees better. 

I believe my career would have progressed much differently and faster if I had the benefit of a mentor. I learned the unsaid protocols and the importance of making contacts, and how you deal with individuals the hard way. I later learned that sometimes who you know is just as, or more important, than what you know in some industries. I also learned over time that the way you communicate with people varies by the individual. Personalities vary; therefore, your approach toward each person may also need to vary. This is true for peers as well as for supervisors. These are known as soft-skills, which also include decision-making and networking. I wish I had someone to fill those gaps during the beginning of my career. I later met others who had mentors, or influential individuals, during their career and every response seemed to be similar. They all believed their mentors, or influencers, had a major impact on the success of their careers. 

Here is an example of when I wished I had a mentor. I was working at my agency headquarters and I knew I wanted to get promoted to a position outside of headquarters. I thought all I needed to do was work hard and create quality programs. I eventually found out that I needed to go beyond this by improving my networking skills within the building and within the outer offices. I needed to be known by the “right” people and have a good reputation among those same individuals. I learned you have to have  allies among the decision-makers to get anywhere within my organization. If I had known this earlier, my approach to navigating my career path would have definitely been different.

In order to get and keep mentees on the path to their self-defined success, mentors are there to be encouraging, a sounding board, a trusted advisor, and to nurture the mentee’s personal growth and leadership qualities. Mentors should help mentees realize their potential through candor and tough love to promote self-motivation, self-realization, confidence, and self-discipline. Most of all, mentors are there to share their experiences and keep the mentee from making the same mistakes the mentor made along the way, which become learning lessons without the pain. Mentors are there to help mentees succeed and in return the mentors also benefit because their own skills may improve as a result of the interaction with their mentee. I believe one of the most important aspects of a mentor/mentee relationship is the long-lasting connection that may result from the interactions. A bond that fosters consistent guidance and trust. 

I am extremely happy with my decision to become a professional mentor via Ambition In Motion. I was able to connect with my mentee and form a genuine, close relationship which I am certain will continue into the future. Through my experience as a mentor, I have been able to discover what makes a professional mentor-mentee relationship truly impactful. 

It is one thing to simply ask a mentee about their goals, but another thing to get to know them on a personal and professional level, finding out what their long-term career dreams are, and working with them to outline a plan that helps them achieve their goals allows for a better, more personalized mentorship experience with more accurate goals that can be achieved. 

It has been demonstrated that you can absolutely achieve goals and develop a cordial relationship by strictly talking business. On the other hand, I have found, in my experience, that taking the time to learn more about your mentee, getting to know their personal and professional backgrounds, asking them what is going on in their life, and being interested in them as a friend, fosters a sense of trust and allows for a deeper connection that will enrich you both as a mentor/mentee, and as an individual. 

This was not only a positive experience for my mentee to gain some guidance and perspective on their professional endeavors, but was also an opportunity for me to grow not only as a mentor, but also as a professional. One of my favorite quotes is: “when you aren’t learning and growing, you aren’t living.” This quote applies so well to this situation. In life, we should all strive to never stop learning, growing, and improving ourselves. Being a mentor has given me the chance to grow by spreading my own wings and becoming introspective on the experiences I have had and the lessons that I have learned. I have also been able to learn from my mentee, which was a valuable part of this whole experience. Even though my role was to be a source of advice and guidance for my mentee, my mentee had other valuable life and work experiences that I was able to learn from and apply to my own life and career. 
This “give and take” was a pleasant surprise and added benefit of this already beneficial program. 

If asked to participate as a professional mentor again, I plan to participate again with absolute certainty. I am so thankful for this chance to help someone grow, and for myself to grow as well. 

Ambition In Motion leverages horizontal mentorship to help professionals elevate their work skills and break through communication barriers.

Ambition In Motion's core values are: be growth-oriented, people first, empower efficient leaders, be data-driven, and have integrity and vulnerability.

Ambition In Motion's vision is a world where the vast majority of people are excited to go to work, when they are there their expectations meet reality, and when they come home they feel fulfilled.

Ambition In Motion leverages horizontal mentorship to help professionals elevate their work skills and break through communication barriers.

Ambition In Motion's core values are: be growth-oriented, people first, empower efficient leaders, be data-driven, and have integrity and vulnerability.

Ambition In Motion's vision is a world where the vast majority of people are excited to go to work, when they are there their expectations meet reality, and when they come home they feel fulfilled.

Ambition In Motion has programs for companies to match their internal employees together for horizontal mentorship (within departments, across departments, within special interest groups, for onboarding employees, identifying emerging leaders, upskilling middle managers, etc.), for professional associations to match their members together for mentorship, and for executives to connect them with other executives outside of their company for mentorship.

Learn more here: https://ambition-in-motion.com/

Ambition In Motion President Garrett Mintz sits down with Andrea Butcher, President at HRD, Podcast Host, Talent Strategist, Executive Coach, to discuss mentoring relationships which have had an impact on her career. 

Andrea Butcher is  a visionary business leader. Extensive experience as a talent management professional, focusing on the growth and development of individuals, work teams, and leaders. Specializes in executive coaching,  development and facilitation of learning,  performance consulting,  succession planning, talent attraction, and Human Resources.

LinkedIn: https://www.linkedin.com/in/abutcher0201/
Website: hrdadvisorygroup.com
Twitter: abundantempower

Ambition In Motion leverages horizontal mentorship to help professionals elevate their work skills and break through communication barriers.

Ambition In Motion's core values are: be growth-oriented, people first, empower efficient leaders, be data-driven, and have integrity and vulnerability.

Ambition In Motion's vision is a world where the vast majority of people are excited to go to work, when they are there their expectations meet reality, and when they come home they feel fulfilled.

Ambition In Motion has programs for companies to match their internal employees together for horizontal mentorship (within departments, across departments, within special interest groups, for onboarding employees, identifying emerging leaders, upskilling middle managers, etc.), for professional associations to match their members together for mentorship, and for executives to connect them with other executives outside of their company for mentorship.

Learn more here: https://ambition-in-motion.com/

Reflective listening in a mentor relationship is all about how to intentionally listen to what somebody else has said and understand it before responding. Brad lends incredible insights in how to practice reflective listening in both mentoring relationships and professional relationships.

You can learn more about Brad via his site: https://bradfinkeldei.com/

Ambition In Motion leverages horizontal mentorship to help professionals elevate their work skills and break through communication barriers.

Ambition In Motion's core values are: be growth-oriented, people first, empower efficient leaders, be data-driven, and have integrity and vulnerability.

Ambition In Motion's vision is a world where the vast majority of people are excited to go to work, when they are there their expectations meet reality, and when they come home they feel fulfilled.

Ambition In Motion has programs for companies to match their internal employees together for horizontal mentorship (within departments, across departments, within special interest groups, for onboarding employees, identifying emerging leaders, upskilling middle managers, etc.), for professional associations to match their members together for mentorship, and for executives to connect them with other executives outside of their company for mentorship.

Learn more here: https://ambition-in-motion.com/

Managing a team is complex and empowering, but becomes difficult when factoring in the intricacies of team relationships. When a team member is charging towards a promotion, it can be an exciting and delicate situation for managers. This situation is especially challenging to navigate when a manager has a good relationship with the individual, but they are not prepared to receive a promotion. Determining how to support their ambition while simultaneously managing their expectations for a promotion requires immense consideration.

Creating a structured plan in advance can help managers feel equipped to handle a situation in which they are unable to promote a motivated team member. Workshopping methods of communicating empathy, conveying constructive feedback, setting realistic expectations, creating an actionable plan, and providing continued support will set managers up for success when leading these challenging conversations. With appropriate mechanisms, managers can communicate promotion decisions effectively while also supporting employees' growth. 

Prior to relaying the news that a team member will not receive a promotion, conduct a clear and objective assessment of their performance. Considering the employee’s current performance, skills, and readiness for promotion can focus the assessment and work to eliminate bias due to relationships with the employee. Regardless of personal relationships with the team member pursuing the promotion, it is important to evaluate tangible contributions they make to the team to ensure a comprehensive understanding of their performance. 

This objective assessment will prepare managers for their conversation with the employee seeking a promotion. Being able to recognize specific areas of strengths and weakness will demonstrate to the employee that careful consideration was given to this decision. Use this step to provide concrete examples during the conversation to help the employee understand the decision from an outside perspective. 

After establishing a complete understanding of the employee’s contributions, take steps to determine the logistics of the conversation. Managers may find it beneficial to communicate the news that a promotion was received in an email prior to a one one-on-one conversation as this can help to mentally prepare their employee for the conversation. Other managers prefer to communicate directly with their team member through a face-to-face conversation. Regardless of how the news is broken, a one-on-one conversation is a necessary element of communicating with the employee. 

When planning the message for this conversation, outline key points to be addressed and reference specific examples. Consider how the team member may react to these points and empathetic responses to their emotions to ensure a productive conversation. 

When beginning the conversation, acknowledge their hard work and strong ambition. Make sure to express appreciation for their contributions and the value they provide for the team. Creating a positive environment early on will set a supportive tone for the conversation. Being empathetic allows the employee to feel understood and valued which is vital for keeping this conversation in a constructive direction. With a compassionate approach, the disappointment from not receiving a promotion can be eased and foster open dialogue. 

After establishing a positive tone, provide constructive feedback to communicate why the promotion is not on the table at the moment. It is important to be honest about the assessment of their promotion readiness while also considerate of their feelings. Since they were eager for a promotion, they likely believe the are prepared for the role. Ensuring that they understand areas that need to be focused on before they are ready for the promotion can help them understand the decision. 

While communicating honest feedback, incorporate specific examples of areas that need improvement or further development. Any skills, behaviors or achievements that are necessary to receive the promotion should be addressed. Along with addressing these deficiencies, frame them as growth opportunities. Using growth focused word choice can maintain a forward focused and positive conversation. 

After discussing areas for improvement, set realistic expectations and actionable steps for a promotion timeline. Be transparent about the company’s promotion criteria and associated timelines. Explain why their current timeline may not be achievable and outline specific steps needed to fulfill promotion requirements. 

Work with the employee to create a concrete action plan with steps needed to properly prepare them. Include specific goals, a realistic timeline, resources, and regular progress check ins. Developing a clear path forward gives them a better sense of direction and demonstrates support for their aspirations. 

Consistent with developing an action plan, to support employee’s growth provide ongoing guidance and encouragement. Dedicate time for regular check ins and implement mechanisms for consistent feedback to continue their progress and address challenges. Encourage the employee to reach out with any concerns and questions that arise on their journey towards their goals. 

In addition to maintaining a strong presence through check-ins and feedback, a key component of providing support comes from positive reinforcement. Recognize and celebrate their achievements throughout their journey to increase motivation and engagement. Maintaining support creates a stronger relationship with the employee and actively increases their chances of success. 

Regardless of preparation, managers may receive pushback from their ambitious employees. Given their strong pursuit of a promotion, they may feel disappointed or defensive. Advanced preparation for these reactions and methods to respond with empathy are vital for ensuring a productive conversation. Acknowledge their feelings, and reiterate support for their goals and continued growth. As a manager, maintaining composure and professionalism are also key during these difficult conversations. Avoid being drawn into emotional confrontation and steer the conversation back towards actionable steps. 

Giving constructive feedback to an eager employee seeking a promotion is a delicate task that requires preparation, empathy, and transparency. By objectively considering the situation, communicating empathetically, and developing growth strategies, managers can help guide employees to success while maintaining a strong relationship. While achieving their current goal of being promoted wasn’t attainable, these conversations can empower them to continue to grow in their pursuit of longer-term career aspirations.