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)

1. Improving the business knowledge of new hires.
2. Sharing the values and cultures of the business - internally - without expenditure.
3. Connecting different generations in the business and improving understanding of intergenerational nuiances.
4. Helping new hires feel part of the business - quickly.
5. Helping employees feel engaged to their workplace and valued - increased engagement spells increased loyalty and productivity.
6. Providing extension opportunities for experienced team members as mentors.
7. Sharing the collective wisdom and knowledge of the business - you know the 'stuff' that's not written in any procedures.
8. 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.
9. 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.
10. Harnessing and sharing the people-to-people power of the business.
11. 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.
12. Meaningfully sharing the wisdom and knowledge of transition to retirement employees to ensure corporate knowledge does not simply 'walk out the door'.
13. Providing opportunities to role model the values of the organisation through linking the role of the mentor to values and coporate culture 'in action'.
14. 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.
15. Helping senior managers understand the generations they manage through reverse mentoring opportunities where younger or less experienced employees as as the mentors.
16. Enhancing the leadership capability of employees.
17. 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.
18. Fulfilling the philanthropic desire of leaders who want to 'give back' to individuals and their community as part of a 'pay it forward' approach.
19. Improving the diversity of the workplace, board of management etc through enhanced mentoring and networking between groups less represented.
20. Speeding up the ability of local employees to 'take over the reins' from expatriate staff. 
21. 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.
22. Linking the corporate and not for profit sectors in a cost-effective and meaninginful way to share skills, knowledge, and experiences.
23. Improving the perception of an organisation as an employer of choice.
24. Attracting high quality employees to the organisation in a competitive skills market place.
25. Leveraging 'corporate know how' speedily across the organisation.
26. Connecting individuals across the organisation and reducing the effect of the 'workplace silo'.
27. Assisting individuals to understand other parts of the business and therefore see their role in perspective of the total business function.
28. Building trust, rapport and respect across individuals and business functions.
29. Helping to provide a safe space for work discussions that are offline and not related to the performance appraisal.
30. Providing a stable 'voice' for individuals (eg. graduates) who rotate through different parts of the business.
31. Promoting peer-to-peer conversations with a focus on knowledge sharing.
32. Providing internal 'just in time' knowledge sharing opportunities.
33. Engaging intergenerational workplaces with a shared conversation platform.
34. Guiding new employees through the 'business polictics'.
35. Providing individuals with an impartial viewpoint on job, career and professional development opportunities. 
36. Promotes peer to peer conversations for professional development.
37. 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

Gilly Johnson

Director & Founder