How to get the most out of mentoring
how to motivate his employees—and himself. Schemes should be self-managed with the junior party taking the lead in arranging discussions which are always confidential. It is best to let employees choose the person with whom they would most like to discuss their career trajectory, no matter their position on the corporate ladder.
Requested mentors can be flattered but still decline. If you want to become a valued mentor, do not start by offering unsolicited advice. If you’re being mentored, do not look for solutions to personal problems (failing romantic relationships, dandruff) or ask for bail money.
But anything else work-related should be open for discussion. “I’m feeling wobbly, this is all too much to take in" is as legitimate as chatting about your long-term career prospects. Firms are increasingly recognising the importance of face time with helpful colleagues.
Nicholas Bloom at Stanford University, using data from hundreds of organisations since the onset of the pandemic, found that the mentoring of recent hires was a key reason to bring employees into the workplace two or three days a week. David Solomon, CEO of Goldman Sachs, has echoed this in his push for a full return to the office. Despite Goldman’s efforts, working from home has become a post-pandemic fixture.
So virtual mentoring also still has a role. As with any online relationship, trust and rapport take longer to build. No matter how clearly boundaries are set, there are inevitable glimpses of personal spaces when sessions take place on Zoom with cameras on.
Bartleby recommends looking reasonably smart and refraining from getting a beer from the fridge. What seems natural when meeting face-to-face does not always translate well online. Reverse
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