This is happening more and more frequently, which is quite encouraging. A company with problems (eminently, with communication problems) decides to adopt a change of perspective and start doing things differently and decides to implement a mentoring project. The company’s directives hire an expert in this area and all of them design the program with the objective that the directors become the mentors of the top executives of the organization, who could be the leaders of it in the future, to develop their leadership skills. When these types of adjustments are made, the benefits are so many that they are difficult to classify. However, the most important of these is the new form of leadership that is built and executed for the good of the entire company.
When leadership is built from mentoring processes, the leader that results is not a simple advisor to his or her subordinates, and, of course, he/she is not someone who simply delegates and gives orders so that everything is done to his or her convenience. A leader built a from mentoring processes, first of all, uses coaching skills and techniques; forms and transmits knowledge, and relates and sponsors the mentees. This type of leader considers three basic dimensions that must be developed in any professional role: Emotional, intellectual and social.
Obviously, for this to be achieved, it is necessary to have certain knowledge. Otherwise, the mentoring program could fail. Ideally, a company may start with a small group of mentors and mentees. A group of ten people, for example, is easy to follow and monitor, and from there it is possible to quantitatively extend the new versions of the mentoring programs.
In the same way, it is vital to choose the pairs of mentors and mentees very well. This selection should be made jointly with experts in the human resources area, or with external organizational psychologists. The idea is not simply to organize couples that get along but to complement each other in their knowledge and experience, and from which a true learning can emerge.
Before executing anything, it is very important to plan the sessions, and, above all, to elaborate a very detailed internal guide that includes a practical methodology that is easy to put into practice.
Read also: Why does your company need a mentoring program?, by Suzzanne Uhland
These types of programs are, of course, tremendously beneficial for mentees. What most often stands out in them is the increase of confidence towards the executives of the organizations, as well as a greater assumption of challenges when it comes to their roles. However, the most surprising factor about mentoring processes is the benefits in terms of increasing and improving skills to train other people and developing their potential.
There is always an increase in the level of personal satisfaction of mentors, which is a valuable resource in an organization. In fact, mentoring is one of the practices that most increase the level of commitment and satisfaction of the people who are part of a company.
The mentors consider their participation in the program very satisfactory, not only for the improvement of their competences but also for having contributed to achieving a difference, a change, and improvement in the lives of their mentees. In the same way, this happens because both mentors and mentees expand their own networks of professional contacts, as well as the acquisition of new technical knowledge (both for mentors, who are updated by the new knowledge that mentees bring from the academies, and for mentees, who are nourished by the experience of the mentors.)
Mentoring has an exponential effect because it not only generates benefits for mentees and mentors but also for the entire company. It can be noticed in all programs, both for small (and family) companies and for large corporations. The main improvements that are obtained thanks to these programs for organizations are four.
The first is that organizational training is improved, especially when company executives become mentors, based on the example of those who participated in the mentoring program, and have taken as mentees other people within the organization to mentor them. The second is that individual performance is improved. This is so because the mentees generally show greater commitment, loyalty, and productivity. The third thing is that, as mentioned above, there is an increase in the level of trust: Mentoring programs increase trust between the members of the Board and senior executives or senior leaders of the company, as both parties learn to communicate in a closer and sincere way. Finally, governance is significantly improved throughout the organization. The relationships between the different interest groups at the internal level of the company improve, there is a clearer and more direct knowledge of the talent, and the leadership capacities of the people who work in the organization. This facilitates the identification of future leaders that the organization may need.
Recommended: Predicting the future of mentoring programs