101 Problems Mentoring Solves (Work in Progress)
Taking the Mentoring out of Mentoring
I'm on a mission to take the mentoring out of mentoring. What I mean is to focus less on the terminology around mentoring and more on the benefits, outcomes and problems solved by embracing mentoring. So - with a bit of a 'push' from a friend of mine - here's goes. I'm aiming to create a list of 101 Problems that Mentoring Solves.
Once reach 101 on the list, I'll create a 'jazzy' PDF document and share with anyone who has contributed to the list - so want to get involved? Drop me a line and let's add your ideas to the list.
101 Problems that Mentoring Solves (Work in Progress)
- Improving the business knowledge of new hires.
- Sharing the values and cultures of the business - internally - without expenditure.
- Connecting different generations in the business and improving understanding of intergenerational nuiances.
- Helping new hires feel part of the business - quickly.
- Helping employees feel engaged to their workplace and valued - increased engagement spells increased loyalty and productivity.
- Providing extension opportunities for experienced team members as mentors.
- Sharing the collective wisdom and knowledge of the business - you know the 'stuff' that's not written in any procedures.
- Supporting those who may leave the organisation to a. explore all the opportunities the organisation can offer and stay OR b. leave on good terms with the door open.
- Providing an impartial conversation, outside of the line management but not in competition with it, that still champions the values and direction of the business.
- Harnessing and sharing the people-to-people power of the business.
- Improving the training ROI by allocating a mentor to all employees who undertake 'significant' training courses during the application of theory to practise phase. In short - ramping up the accountability of applicatin of learning.
- Meaningfully sharing the wisdom and knowledge of transition to retirement employees to ensure corporate knowledge does not simply 'walk out the door'.
- Providing opportunities to role model the values of the organisation through linking the role of the mentor to values and coporate culture 'in action'.
- Helping to steer the course of cultural or other forms of change in an organisation through the use of peer mentoring circles for frontline managers responsible for change.
- Helping senior managers understand the generations they manage through reverse mentoring opportunities where younger or less experienced employees as as the mentors.
- Enhancing the leadership capability of employees.
- Providing support for the development of culturally appropriate business practices through the provision of 'in-country' mentors. In short - enhancing the ability of leaders to operate in a global business environment.
- Fulfilling the philanthropic desire of leaders who want to 'give back' to individuals and their community as part of a 'pay it forward' approach.
- Improving the diversity of the workplace, board of management etc through enhanced mentoring and networking between groups less represented.
- Speeding up the ability of local employees to 'take over the reins' from expatriate staff.
- Helping individuals to remain true to their career and professional development goals, by having a mentor. Thus in some cases, improving the expenditure of scholarship funds in certain programs.
- Linking the corporate and not for profit sectors in a cost-effective and meaninginful way to share skills, knowledge, and experiences.
- Improving the perception of an organisation as an employer of choice.
- Attracting high quality employees to the organisation in a competitive skills market place.
- Leveraging 'corporate know how' speedily across the organisation.
- Connecting individuals across the organisation and reducing the effect of the 'workplace silo'.
- Assisting individuals to understand other parts of the business and therefore see their role in perspective of the total business function.
- Building trust, rapport and respect across individuals and business functions.
- Helping to provide a safe space for work discussions that are offline and not related to the performance appraisal.
- Providing a stable 'voice' for individuals (eg. graduates) who rotate through different parts of the business.
- Promoting peer-to-peer conversations with a focus on knowledge sharing.
- Providing internal 'just in time' knowledge sharing opportunities.
- Engaging intergenerational workplaces with a shared conversation platform.
- Guiding new employees through the 'business polictics'.
- Providing individuals with an impartial viewpoint on job, career and professional development opportunities.
- Promotes peer to peer conversations for professional development.
- Creates a cultural norm where sharing is expected.
Current count: 37 - more to follow...
Want to get involved in the list? Drop me a line and let's add your ideas to the list.
Yours in Mentoring
Director & Founder