Why Mentoring Works

Let's first have a look at what has changed in the last 12 months. The economy has faltered, and we all have to face many more challenges than ever before. Reduced resources mean increased workloads. The need to be more economic, efficient and effective brings with it additional pressures. This can and does impact hugely on our time. For many that means extended working hours and additional responsibility. This can all take its toll and we get overwhelmed with the day to day work.

In light of the UK Governments Comprehensive Spending Review (CSR), the task ahead may appear to be even harder than before.

Having the opportunity to "clear some space" just to reflect on what we are doing and how we can approach it from a different perspective is often difficult to do. Having a sounding board to explore ideas, develop solutions or to discuss how to handle an issue can make a huge difference.

What I will cover in this article is briefly the definition of Mentoring, and then proceed on to look at the different types of Mentor relationships. I will talk about the different methods of communication, the frequency and some of the common processes used.

Identifying what makes a good Mentor will be discussed as well as looking at the benefits for both the Mentor and Mentee. The relationship is not without risk so we will also cover some of the potential pitfalls. Mentoring is not for everyone, so I'll describe some examples where it may be appropriate. Finally I will share a brief case study demonstrating the Mentoring process in action and the outcomes.

A definition of Mentoring
There are a lots of discussions around what Mentoring is and isn't. I'll bypass this topic as it is a whole discussion on its own, and use two of the most relevant definitions to this article.
Mentoring allows "the transmission of knowledge, skills and experience, in a supportive and safe and challenging environment " according to the Chartered Institute of Personnel and Development.
The Chartered Institute of Logistics and Transport (CILT) definition of Mentoring is "the deliberate pairing of a skilled and experienced member (the Mentor) with another member (the Mentee) with the agreed goal of the professional development of the Mentee".

Types of relationships
There are different types of mentoring relationships, ranging from upwards (your manager or boss, although this is very infrequent), peer to peer, cross functional and most commonly downwards.
Mentors can be from inside your own organisation be it directly from your department or function, or from another business unit. There are also Mentor/ Coaches available from within some Professional Institutions (for example the Chartered Institute of Logistics and Transport UK, and the Institute of Leadership and Management.) Other accredited Mentors/ Coaches are available externally.

How to communicate?
There are a number of ways to communicate during the relationship. Any of these can be stand alone, or blended depending on the mutual agreement of the pair.

Face to face: traditionally for an in-house relationship, or where the Mentor is located near to the mentee. In some cases either party may be prepared to travel, however the costs of doing so should be agreed in setting up the agreement.

Telephone: this is a very much underrated approach which allows the Mentor to focus on what is being said and how it is being said. More importantly it is often what "is not" being said that reveals the most. Without the body language the Mentor can tune in and focus on the speed, diction and emphasis of what is being communicated.

Electronically: by the use of email in a regular exchange. Again depending on where the Mentor and Mentee are located, email exchange may be the most effective form of communicating. The Mentor can absorb the communication, ask well formed questions and also respond to requests from the Mentee.

Skype: this way of communicating is becoming ever more popular with Mentors and Coaches alike. It allows for voice and video communication, and is available at little or no cost. It is a much more flexible platform than the traditional face to face. This is particularly relevant where distance or time zones have an impact.

Which way you choose to communicate is not critical as long as it works for both parties. Some will be more comfortable with face to face whereas others will be just as willing to communicate via Skype.

How often?

It is argued that a "one off" session may help bring some clarity to a particular topic or situation, but to achieve lasting change and progress a number of sessions are advised. These might be quite close together in the beginning to define goals and set out strategies (perhaps once a week) leading to a longer frequency such as monthly meetings to review and monitor progress. The CILT Mentoring Programme recommends an initial one year relationship.