Creating and Leveraging Effective Mentoring Relationships
Mentoring relationships should be an integral part of any organization’s efforts to support career advancement and enhance satisfaction among the members of its team. But effective mentoring relationships don’t just happen accidentally—there are skills and strategies for successfully creating and leveraging mentoring relationships within your organization.
In Stacy's mentoring work with clients, she guides them by delving into the following topics:
- Basic definition and characteristics of mentoring, and what distinguishes it from other developmental relationships
- Insight into the challenges and opportunities inherent in mentoring, particularly across dimensions of difference and diversity
- Guidance on suggested actions to enhance mentoring relationships, from both the mentor’s and mentee’s perspectives
- Introduction to a process to cultivate mentoring relationships within your organization
- Checklist of best practices to enable and support effective mentoring relationships
Mentoring Affects All Levels of the Organization
Why mentoring? We use mentoring because it offers a win-win-win. Individuals benefit. Groups thrive. And organizations profit.
At the individual level, mentoring is a source of psychosocial and career support. Research suggests that individuals who are mentored are more likely to report greater satisfaction, higher organizational commitment, more promotions, higher salaries and a lower intention to leave the organization than those who are not.
At the group level, mentoring has the power to connect people within an organization across dimensions of difference that relate to work, social, race, gender, age and other demographics. Mentoring gives people across these different groups a roadmap to find one another, create meaningful relationships and delve beneath the surface to achieve a deeper sense of understanding and connection.
At the organizational level, mentoring is linked to a number of critical organizational outcomes. Organizations are using mentoring to develop their leadership bench, invest in high potential employees, enable the transfer knowledge among groups of employees, smooth transitions through mergers and acquisitions, offer development opportunities to under-represented groups and strengthen organizational culture.
For a case study in mentoring, you can read about one of my past mentees, Stephanie Creary, in the Boston Globe.