mentor accountability

Participating in mentor relationships is extremely valuable and can open up opportunities for both professional and personal growth. 

But what happens when we don’t do the things we said we would do in our previous meeting or the person we are mentoring doesn’t accomplish what he said he would do the previous meeting?

You are faced with a crossroads. If you didn’t accomplish your goal, were you too ambitious with how you would spend your time or did you drop the ball? Can you be honest with yourself to recognize where you messed up?

If the person you are mentoring didn’t accomplish his goals, why did this happen? Do you feel comfortable with applying enough pressure to show that you care but not so much that you turn the person you are mentoring off? 

This article covers some helpful tips towards building a mentor relationship that is healthy and productive.

When setting goals in a mentoring relationship, it is extremely important that you both set expectations. If you don’t put on guardrails for tasks not getting accomplished, the relationship has a high likelihood of fizzling out because if there isn’t accountability for the goals set in the relationship, there likely isn’t much accountability for the relationship overall.

It is great to set goals that are months or years away but the problem with this is that it is difficult to assess of you or the person you are mentoring is on the right track. Ideally, once you set a longer term goal, you set goals for you to accomplish between meetings that create a path towards your end goal. 

If you don’t accomplish these tasks between your mentor meetings, it is important for you to assess what is realistic and what might be too ambitious.

If your mentor or the person you are mentoring doesn’t achieve his goals, it might be tempting to be frustrated. In a mentor relationship, you are investing your energy in seeing this person succeed. If they can’t accomplish the tasks they set for themselves, it can feel depleting or frustrating.

The key to properly challenging the person you are mentoring to ask poignant questions that help them come up with solutions. Saying things like “you need to do this...” or “I can’t believe you didn’t get that done…” doesn’t help you and may turn the person you are mentoring away. 

Asking questions like “since you weren’t able to accomplish this, is there something you can do this week/month to help you get back on track?” or “do you feel like you can still accomplish your goal even though you missed your task this week?” or “if you aren’t able to achieve your goal, what will be the outcome of that?” 

Once the person you are mentoring has answered these types of questions, the number one most important question to ask is:

How can I help you?

This shows empathy and your accountability to them achieving this goal.

You or the person you are mentoring may determine that the goal set initially is not as important as it once was and that there is a new goal that has taken precedence.

This is completely fine and normal!

The key to properly handling this situation is sharing this information with your mentor. They will support you in this transition because they care about you accomplishing your goals, not that the original goal gets accomplished.

You aren’t letting your mentor down by changing your goal but you are letting your mentor down if you don’t share this new goal with him.

As a mentor, you can ask the question “is this still the most important goal on your plate?” or put another way “what is your biggest concern with the work you are doing right now?” Sometimes it is easier to answer questions about concerns than goals and prioritize them because people are more willing to do things to avoid pain than gain pleasure.

Overall, when it comes to mentor relationships and holding people accountable, it is key to be transparent, create protocols for not accomplishing tasks on the way to a goal, and be empathetic.

If you are interested in learning more about research on mentor relationships for companies, check out https://ambition-in-motion.com/companies.

I recently joined an executive peer mentoring initiative led by Ambition In Motion (https://ambition-in-motion.com). A big part of the reason is that my coaching practice, (www.coachfortomorrow.com) is continuing to expand in leadership development, career development and management, and career transition. I’m now also part of another new initiative, Culture Fit 20/20 (https://culturefit2020.com), and I’m extremely interested in views from an HR executive’s desk on employee well-being, engagement, training and development.

 

What intrigues me about the mentoring focus is how the AIM team did a “work orientation” assessment as a key basis for pairing me with another leader, Geoff McCuen. We’ve been introduced, met again, and have discovered that we’re really closely aligned in our outlook on life and career. We each share a sense that the calling or purpose behind what we do as a career or job, is critical. So we’re both excited to be speaking together, and affirming of AIM’s process in connecting the two of us. A part of this was the power of story – the types of questions we asked each other nudged us to be open and authentic. As part of articulating the “why” behind what I do, I found myself remembering key people and conversations en-route to my deciding on coaching as my next career.

 

Another facet of this is the notion of “peer mentoring”. Most of us probably equate a mentor as a more senior, more skilled, more experienced sage, giving the benefit of his or her experience and wisdom to a younger, developing professional. Our thinking is shaped by centuries of tradition (the development of novice-apprentice-journeyman from the guilds of the middle ages) to the more recent Jedi Master-Padawan apprentice from the Star Wars franchise. I remember realizing with a shock years ago that I was no longer the “new guy” at IBM but had become one of the “veterans”.

 

But why not “peer” mentoring? One way to look at this could be “networking on steroids”. Or, think of this quote from the book of Proverbs - “As iron sharpens iron, so one person sharpens another” (Proverbs 27:17). Each of us can both add value and perspective to another, and learn from the other.

 

Looking forward to our next conversations!

This week I had my second meeting with my Peer Mentor and it was another good one.   Each time we meet Garrett has a recommended agenda that ensures each meeting will be productive and avoids the “So, what do you want to talk about today” condition that can be stifling.  However, he always gives us permission to deviate from “the script” and go wherever the moment takes us. The topic was “Collaboration” and this time we stuck to the agenda.  We were asked to share the biggest challenge facing us currently, but that wasn’t all.  We were supposed to ask our mentor to assist us with the challenge – not just give advice on how to deal with it.  

When I first read that I thought, “Since my biggest challenge is something I need to do at/for work and Mike can’t work on that, I better pick some other challenge that he can help with.”   Then, when I shared this thought with Garrett he pushed back.  “Why limit Mike and possibly miss a great opportunity for him to collaborate with you?”   That’s when I realized that this sort of pre-qualifying others for their help is something that I do a lot.   How many times at work, at home, at church, or elsewhere have I faced a situation that I could use some help but I tell myself, “(that person) can’t help you with that”, so I never ask.   Even when that person is there to help!   

I don’t know if this is function of pride (I don’t really need the help), or trying to save the other person from having to say, “Sorry, I can’t help with that”, or being afraid that they may reject me and refuse to help.   Whatever it is, I’m sure that it has cost me many many hours and dollars trying to struggle on my own.  Further, how many people have I denied the opportunity to be helpful to me.  When I do that it is truly lose-lose. 

After this session, I’ve decided that I would be more open with those around me who may have abilities that I’m unaware of that would be perfect for my present challenge.   Who is in your circle that would be happy to help you in ways that you didn’t even know they could?

As a business leader, you are expected to be many things, but being a mind reader is not in your job description. You are not expected to know what is going on with your people at all times of the day and what’s going on in their heads from day-to-day.

But you are expected to have at least some sense of what your people are going through and how they are generally feeling about it. When you are out of touch and out of sync with your team, you risk losing your best people and not having any clue as to why or how you could have fixed things.

You may think to yourself “I know what is going on with my team and don’t need any help with this.”

The data suggests that this is most likely not true.

My team and I at Ambition In Motion facilitate mentor programs for companies and organizations to help improve their team’s communication. One of the key findings we have discovered is that 68% of engaged employees believe that there are communication barriers between themselves and other employees or departments at work – this issue affects everyone, including senior leaders and managers, and there are even greater reports of communication barriers from disengaged employees.

The point is this: if you are a senior leader at a company or a business owner, look around at the people you work with. Which of them do you think are engaged versus disengaged? The answer may surprise you.

If you think everyone is engaged, the chances are that you are mistaken (unless it is a one-person business). If you know people are disengaged and do nothing about increasing engagement, why risk letting those disengaged feelings grow stronger?

The data from Gallup clearly shows that disengaged employees are half as productive compared to engaged employees. That’s doubling your losses on lost time. Shoot, even if you increase engagement by a small amount, that could lead to a 20% increase in productivity from those that are disengaged.

This article is not meant to point out how blind you are in terms of your people. But it is meant to open your eyes a little bit and showcase one low-cost high-reward action you can begin doing today that will help you avoid your best people leaving.

And by the way, I am not immune to these mistakes either. I had to learn these lessons the hard way.

To showcase this, I will share the story of the first full-time hire I made. The first full-time hire I made was a brilliant developer who was getting his PhD in complex systems. He was the president of the technology entrepreneurship club at his university, and he and I had a prior relationship before I hired him. He also came highly recommended by multiple professors and previous employers. In short, he was a fantastic addition to the team. 

He also told me that he was leaving his PhD program because he didn’t like his advisor and wanted to join a startup (like Ambition In Motion).

The hire seemed like a perfect fit and when we first started, we made some incredible progress on our technology.  

Things were going smoothly until about 6 months in. I was noticing that he was getting less work done, so I asked him about it. He acknowledged my request and said that he would improve and so I took his word at face value instead of digging deeper. 

What he didn’t tell me was that he didn’t actually end up leaving his PhD program. He had a change of heart and didn’t want to let me down by telling me. So he held it back thinking that he could manage both at the same time.  

Eventually, we had a discussion and he told me. Fortunately, he recommended a friend that was helping with the code and we brought him on to pick up my original developer’s lost production.

My issue was that I had no idea what was going on with my lead developer. I initially felt betrayed; it just hurt a bit knowing that he didn’t feel comfortable sharing this big decision with me. If you are a seasoned executive, you might think that it was naive of me to not require a formal letter indicating he had left his PhD program. That might have alleviated that issue, but it also would have completely warped the trust we were developing at the beginning of the relationship. And more likely than not, another issue would have come up down the line and a similar result would have occurred.

I eventually realized it was my fault. Not that I didn’t ask my original developer for a formal letter declaring he was fully on-board, but that I never asked about him and what was going on with his world. And because I didn’t ask about him, we had fewer opportunities for him to dig deeper with me. We can point fingers and try to allocate responsibility all we want, but we can only control our own actions here and I should have done more.

After facilitating thousands of mentoring relationships, I have learned that the key to building trust is vulnerability and I believe that this holds true in work relationships as well.

When I was onboarding this new developer, I decided to do something different. At the end of all of our weekly one-on-one meetings, I schedule 10 minutes for vulnerability where both of us share something that is making us feel vulnerable that week. 

The result: we have been working together for over 2.5 years and have an incredible relationship. As a startup, we have made huge pivots, performed massive rewrites on our code, adapted our business model, and overall have really gone through some stressful situations. But, in the end, I still feel extremely in-tune with what is going on with his world and I think he feels extremely in-tune with what is going on with mine. Oh, and on a quick final note, we’ve never met in-person. 

I schedule these vulnerability exercises with everyone on my team during our one on one meetings, and so far, I haven’t had anyone quit since I started doing them (knock on wood!). However, I have had many hard conversations with people on my team and helped brainstorm solutions for tough problems so my team can live the life they want to live while also getting the work they need to get done accomplished. 

Prior to scheduling these vulnerability exercises, I rarely had these kinds of hard conversations. And that led to everyone on my team pretty much just telling me what they thought I wanted to hear. That works right up until they quit and I was left questioning what went wrong.

I am not saying I know everything about managing people, but I can definitely say that scheduling time for vulnerability in one on one meetings has had a massive impact on retention and productivity of my team. 

You may think to yourself that this can’t scale. And for you, it can’t. But if you integrate this technique across your whole team during their own meetings, it absolutely can. You can facilitate horizontal mentoring relationships between your employees and they can practice this technique in their one on one meetings. However, for this to happen, you must set the tone at the top and be willing to be vulnerable yourself.

Overall, if you want to avoid your best people leaving, be vulnerable with them and encourage them to be vulnerable with you. If you don’t know what’s going on with your team, you are missing opportunities to build deep, meaningful, and productive relationships.

I recently met with my new peer mentor and really didn't know what to expect. I joined Ambition in Motion to stay vulnerable while continuing to grow personally and professionally, but I didn't really know how the journey was going to start off. It felt like I was jumping into the ocean, but not really knowing how deep the water was going to be or if there were any nearby resources around that I could use to stay afloat. Regardless, I jumped in with open eyes, and am glad I did! 

 

I learned that we have A LOT in common! Our paths and motivations were slightly different, but we both joined Ambition in Motion to grow as people and as leaders, and I respect her just for making that important observation and decision. We both have a passion for people, teams and helping them be effective and transform into different versions of themselves. 

I'm proud of how I've done this in the past and am excited to hear how she has done so as well. I tend to see my career as a "challenge" with milestones that I can accomplish along the way like building teams, structures, systems, programs, and other relatable items that improve or enhance a company's ability to attract, hire and retain the best talent. 

Accomplishments for me are "wins" that I can tout and be proud of along the way, only to jump right into the next challenge and "win" all over again. I'm a little competitive with myself! :) She thinks of her career as a "calling" as she was meant to do the things and career she has based on her passion in life. I think of life as a game with obstacles to overcome that I need to "win", but haven't thought of my career as a purpose before. A very interesting way of thinking! 

 

Needless to say, I'm excited to continue this discussion with my peer mentor as I believe different minds can come together to make beautiful things happen to those around you. Even though you may think differently, find the commonality that you have with someone and see where that takes you as a person or at work. Your approach may work, but others may work as well - and maybe better. 

Don't discredit those that are different than you, or think in a way that is not your own. When you do this, you close your mind to different possibilities that you would've never thought of or pursued before. Keep your eyes wide open when you meet new people. This is how you learn and continue to grow!

Your team knows better than anyone what it’s like to work for you. But that doesn’t mean they’re going to tell you. When it comes to giving feedback, many direct reports figure, “Why risk it?” or “What’s the point?”

They’re cautious because they’ve heard about, or experienced managers lashing out, hurting people’s careers, or just plain ignoring them when they share what they really think. But it doesn’t have to be that way!

You can be a different kind of leader; one who understands that just about everything you do and say impacts your direct reports’ lives and performance; a leader who truly wants to hear their unpolished feedback; who proactively seeks out that feedback so that everyone can reach their highest potential, including you. 

 

No one wants to offend the boss, right? But without input, your development will suffer, you may become isolated, and you’re likely to miss out on hearing some great ideas. 

The feedback you get from your direct reports can help to shape your management style, decision-making process, and the ways in which you interact with your team members. This kind of feedback can not only make you a better manager, but ultimately, it can also help to inspire a higher level of performance in your team.

So, how can you get your direct reports to give you HONEST feedback?

 

            Acknowledge the fear, and embrace your desire to be the best leader for your direct reports! 

            As the boss, you have to set the stage so people feel comfortable with you. You need to break through their fear. You know that everyone makes mistakes, even you! Tell them this. Explain, honestly and openly, that you need their feedback.

But at the same time, it’s important that you recognize how hard it might be to hear this tough feedback. It’s human nature to feel upset when you’re criticized. However, in order for you to be the best leader that you can be, and to help your team thrive, you need this feedback! Here are three ways to help you get there:

 

●     Establish a groundwork for high-trust feedback exchanges 

●     Conduct regular 1:1 meetings with your direct reports 

●     Use the right evaluation software: AIM Insights 

 

 

Do you want your direct reports to give you honest feedback?

You can’t expect your direct reports to provide honest, open, and helpful feedback if you don’t provide it to them. It’s a two-way street. So take care to model best feedback practices that signal trust, respect, and fairness. 

Unless you already have a strong, trusting relationship with your direct reports, you likely won’t get far bulldozing your way straight into a sensitive task (e.g., “So, how am I doing as a manager?”). But most people, even new hires, will be comfortable and possibly even flattered if you initiate feedback exchanges over lower-stakes topics related to the team’s work. This will send a strong message that you care about, and rely on, your team’s opinions. 

Showing that you care about your direct reports through mutual feedback is essential! You won’t get honest feedback from your direct reports if they don’t feel safe. And they won’t feel safe if you react to the inevitable challenges of work-life with cringes, frustration, or anger. 

 

 

With a loaded schedule like yours, you have limited time, your task list is endless and the goals are aggressive. And your calendar is already full of other meetings: Management meetings, Quarterly review meetings, Sync meetings, and much more…

But as a manager and leader, there’s one meeting you should have and follow: one-on-one meetings with your team.

A one-on-one meeting is a dedicated space on the calendar and in your mental map for open-ended and anticipated conversations between a manager and an employee. Unlike status reports or tactical meetings, the 1:1 meeting is a place for coaching, mentorship, giving context, or even venting.

The 1:1 goes beyond an open door policy and dedicates time on a regular cadence for teammates and leaders to connect and communicate.

 

For more information on how to have an effective 1:1 with your direct reports, click here.

 

 

What method do you use to conduct self/team evaluations? 

When conducting performance evaluations, things can often get messy. How often should you conduct them? What forms should be involved in the process? How long should it take everyone? 

Stress, no more! At Ambition in Motion, we’ve created AIM Insights, a software to help YOU conduct your evaluations with simplicity. 

AIM Insights is a tool utilized by fortune 500 companies to help teams set goals, measure performance, and engagement improvement, and create greater communication between direct reports and managers.

This software allows leaders to stay up to date on their direct reports’ engagement levels, productivity levels, and individual goals on a month-by-month rolling basis. 

 

As a manager, it’s crucial that you respond to employee feedback. 

One of the biggest frustrations for employees who take the time to give thoughtful feedback is when this feedback is ignored by their peers, manager, or organization. Responding to feedback from your team members shows them that you take their ideas and opinions to heart.

Remember, it’s important to read, ponder and acknowledge all of the feedback given to you, but you’re not required to take all of it! 

Regardless of whether you decide to take the feedback or not, you owe it to the direct report who gave you the feedback to communicate your intentions. 

Sometimes it’s important that we have these conversations about our intentions in order to show our direct reports that we’re changing and growing every day. 

 

Example of what you might say if you choose to take the feedback: “Thanks so much for your feedback, John. You make a great point. I’m going to work on talking less during meetings and making sure others get the opportunity to weigh in. If it’s OK with you, I’d also like to check in with you in our 1-on-1s to see if you notice any progress.”

 

Example of what you might say if you choose NOT to take the feedback: “Thanks so much for your feedback, John. I’ve given it a lot of thought. While hearing your feedback about my meeting facilitation was helpful, I’ve decided to prioritize another behavior change right now: committing more time to coach the team. But it means a lot to me that you were honest, and I’m going to continue asking for your input.”

 

            Utilizing your 1:1 meetings to convey your thoughts and appreciation of your direct reports’ feedback is a great place to start! 

            Good luck! 

Effective interdepartmental communication is paramount for high-level executives seeking to drive organizational success. Strong communication between departments fosters collaboration, expedites decision-making, and enhances overall business performance.

There have been many instances in which a manager has required something of another department, and due to difficult communication channels, has either been forced to go through an arduous process, or having to refer the matter to senior leadership. This creates a chain of inefficiencies which should be addressed to allow for a more streamlined business experience. Here are a few tips on how to establish this clear horizontal chain of communication. 

Please note that the phrase “horizontal communication” is used throughout this article. This is defined as lateral communication, which describes communication between departments, teams, and people who are all at equivalent levels.

High-level executives play a crucial role in improving interdepartmental communication. By establishing clear expectations, cultivating a culture of open communication, leveraging collaborative technologies, supporting cross-departmental training, cultivating communication champions, implementing feedback mechanisms, and leading by example, executives can facilitate effective communication and collaboration among departments. By prioritizing and investing in interdepartmental communication, high-level executives create a professional and productive work environment that propels organizational success. 

Instant gratification is the temptation, and resulting tendency, to miss a future benefit in order to obtain an immediate but less rewarding benefit. With new technology released daily, we have become accustomed to everything being readily accessible and convenient. From ordering food with a few taps on our phones to binge-watching entire TV series in one sitting, our modern lifestyle caters to this desire for immediate satisfaction. However, there are instances where this mindset may harm us more than benefit us, especially in the workplace.

In a professional setting, the desire for instant gratification can compromise the quality of work and slow down long-term career growth. Employees who focus solely on completing tasks quickly to meet immediate deadlines might overlook opportunities for growth and meaningful contributions. This could result in a lack of attention to detail, decreased problem-solving skills, and, ultimately, a negative impact on overall job performance.

Moreover, the expectation for instant results might decrease skill-building skills and professional development that requires time and dedication. Advancing in one's career often demands patience and the willingness to invest in learning new skills. Neglecting these opportunities due to a preference for instant gratification could limit career advancement and personal growth.

Additionally, fostering strong relationships in the workplace, whether with colleagues, superiors, or clients, requires time and effort. Instant gratification-oriented behaviors, such as prioritizing quick wins over fostering connections, can lead to missed chances to collaborate, network, and build a solid professional reputation. Long-term success often requires the ability to establish a healthy work environment and maintain a credible presence within the professional community.

While the allure of immediate results is strong, it's essential to recognize that sustained success and fulfillment in the workplace often require a balanced approach. Utilizing the right strategies and striking a harmony between short-term achievements and long-term goals can lead to more meaningful contributions and a more rewarding professional journey.

In a world dominated by rapid technological advancements and instant access to information, developing self-awareness regarding our impulses is an important strategy. Acknowledging the allure of instant gratification and understanding its potential consequences empowers individuals to make more deliberate choices in the workplace. This heightened awareness enables professionals to pause, reflect, and evaluate the long-term impact of their decisions. By recognizing when the desire for immediate results is guiding their actions, employees can redirect their focus towards goals that have a longer timeline. This approach utilizes better decision-making, allowing individuals to balance short-term gains with the enduring benefits of patient, thoughtful, and strategic efforts.

2. Creating SMART Goals For Yourself: 

Establishing SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals is a strategic approach to counteracting the allure of instant gratification in the workplace. By crafting well-defined goals, individuals can shift their focus from short-term wins to meaningful long-term accomplishments. SMART goals provide a structured roadmap that encourages planning, consistent effort, and progress tracking. As a result, employees can channel their energy into pursuits that align with overarching aspirations, ensuring that their actions contribute to sustained success and personal growth.

3. Building a Support Network: 

Recognizing the potential drawbacks of instant gratification, professionals are increasingly valuing the importance of building a strong support network in the workplace. Meaningful relationships with colleagues, mentors, and peers can offer valuable guidance and perspective. Engaging with a diverse group of individuals fosters an environment of collaboration and shared learning, where the exchange of insights can lead to innovative solutions and continuous improvement. These relationships not only provide emotional support but also contribute to a more holistic approach to career development, emphasizing enduring connections over fleeting achievements.

4. Seek Mentorship: 

Seeking mentorship can be a powerful strategy for personal and professional growth. Mentors provide guidance grounded in experience, helping mentees navigate challenges with a broader perspective in mind. Unlike quick fixes, mentorship encourages deliberate skill-building, patience, and long-term planning. The horizontal mentor relationship promotes the understanding that sustainable success requires consistent effort, continuous learning, and a willingness to embrace challenges as opportunities for growth. By fostering relationships with mentors, individuals can benefit from their wisdom and insights, contributing to a more well-rounded and prosperous career journey.

5. Stick to Your Goals:

 Amid the tempting culture of instant gratification, maintaining dedication to long-term goals is an extremely important practice in the workplace. Resisting the allure of quick wins, individuals who commit to their objectives display resilience, discipline, and a commitment to personal and professional growth. While it's easy to fall for the appeal of immediate rewards, the satisfaction derived from achieving substantial, sustained milestones is far more fulfilling. By staying focused  in the pursuit of overarching goals, employees develop a sense of accomplishment from their commitment and perseverance. This mindset shift reinforces the idea that true success often requires consistent effort and the ability to delay gratification for a more substantial and enduring sense of achievement.

In conclusion, the desire for instant gratification in our society is an issue that we must work to overcome.  Our modern world, filled with rapid technological advancements and the availability of immediate rewards, has shaped our preferences for convenience and immediate outcomes. However, it's extremely important to evaluate consequences of this mindset, especially within the context of our workplaces. The desire for immediate rewards can compromise the quality of our work, slow-down long-term career growth, and impede the development of meaningful relationships. To counterbalance these potential downsides, a range of strategies can be utilized. These include crafting SMART goals that align with our aspirations, fostering a supportive network that facilitates holistic growth, seeking mentorship to develop deliberate skill development, and, crucially, maintaining our commitment to our goals. By embracing self-awareness, practicing patience, and replacing the desire of immediate results with the rewards of sustained achievement, we are better equipped to navigate the professional landscape.

As a new hire, entering a new environment can be incredibly intimidating. Especially during the first few months, it is crucial for new hires to have sufficient resources to support them in their new role. A smoother transition to a new culture and new responsibilities can be achieved through effective mentorship. 

Mentorship provides many benefits to the mentee, the mentor, and the organization as a whole. As a mentee, mentorship serves as an opportunity to gain insider knowledge of the culture and the internal processes of the organization. Assimilation to workplace culture can be a struggle for many mentees. Having a resource who has worked for the company longer to ask questions about the workplace environment can help ease some of the initial awkwardness. Mentors can also help mentees navigate the simple issues that a mentee faces such as feedback on a deliverable, or even larger scale situations such as what future opportunities to explore within the organization. A more experienced perspective on how to handle these issues both big and small can truly help ensure that new hires are set up for success. 

From a mentor perspective, mentorship is a great opportunity to make an impact and demonstrate leadership. Effectively communicating constructive feedback, improved time management, and opportunities for self-reflection can further provide professional development for mentors. This commitment to supporting others within the organization is a great demonstration of responsibility and may increase the chances of promotion consideration. 

Organizations benefit from mentorship as it can help to reduce unhappiness and turnover rates. 

If possible, set up an in-person coffee chat or lunch early on. An early opportunity to get to know each other and allow the mentee to ask any burning questions. During this conversation an important topic to discuss is what this mentorship relationship will look like. Frequency and means of communication as well as what can be done to set them up for success within the organization are great things to establish within the first meeting. 

2. Encouragement of curiosity 

Recognize that mentors are supposed to be a stress-free resource to help mentees. Create a safe space for asking questions that is free of judgement or harsh criticism. Mentees may pose questions that seem to have an obvious answer. Recall that everyone comes into an organization with different skill sets and experiences, and there may be gaps that a mentee needs additional guidance for. 

Early on after joining a new organization, employees may be interested in learning about other careers and future opportunities. Encourage the exploration of other career paths within the organization and share personal career path experiences. 

3. Sharing Personal Experience

Building a relationship with a mentee that has open communication can be difficult. Sharing personal stories and experiences can help to break the initial uncomfortability. Reflecting on areas of personal struggle during the early stages of joining the firm can identify different areas to provide insider tips/ information to ease initial difficulties for a mentee. Providing specific tips and feedback based on personal learning is the best way to both help a mentee and develop a stronger relationship. 

4. Facilitate Relationships with Seniors 

Developing relationships with senior members within an organization may be daunting to new employees. As a mentor, it is extremely important to help mentees communicate and develop relationships with senior or experienced employees. This can be a pivotal component of a mentee's future success within the organization as the networking may open opportunities for future positions that align with their interests. 

5. Hold Frequent Check-ins 

A successful practice for effective mentorship is frequent check-ins. Waiting for mentees to reach out may prove difficult as sometimes mentees may hesitate to reach out about their concerns. Periodically sending messages and regular meetings with mentees can ensure that there is ample opportunity for questions and the development of a relationship. 

6. Gather Ideas from Peers 

When mentoring a new employee, it can be helpful to gather insights from peers on mentorship tactics that were successful. Reaching out to colleagues or even previous personal mentors can be a great way to learn about mentorship. Another way to gather insights from peers is through joining a horizontal mentorship group to also experience the mentorship experience from a different perspective. Groups such as horizontal mentorship groups are great opportunities to learn from peers within the industry and to learn how to be a more effective leader. Within these groups, ideas can be shared and real-time feedback can be received. 

A key component of being a successful mentor is being a strong role model for mentees. Following correct practices within an organization, recognizing when other resources are necessary to help solve a problem, and an overall positive attitude go a long way in effective mentorship. Remember that this role requires commitment, so before volunteering to be a mentor consider the time required for the role and if it is manageable. Another consideration is that Mentorship doesn’t have an expiration date. A good mentor-mentee relationship can extend past the company-mandated timeline. Also, feel free to serve as a mentor to any new hire that asks for additional mentorship. Mentorship doesn’t require a formal written title in order to build a mentor relationship with new hires. 

A mentor’s goal is to provide assistance to new employees and guide their experience throughout the organization at an appropriate pace. Keep in mind that all mentorship relationships look different and developing strong mentor skills takes time and trial-and-error. Be patient and attentive to mentees, and there will be growth.