By Thomas Davis CRNA, MAE, Lt. Col. (ret)
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“We make a living by what we get; we make a life by what we give.”
— Winston Churchill
For many healthcare workers, an ideal job includes working within an environment where individuals are valued, creative thinking is welcomed and professional development is enhanced. Effective mentoring addresses those essentials and more. This ongoing cultivation of relationships in the workplace connects less experienced workers who have a need and desire to expand their abilities with more experienced people who have knowledge and a willingness to share. Mentoring offers an opportunity for two people to connect one-on-one in a relationship that promotes personal growth for both individuals.
According to Wikipedia, an engaged employee “…is fully absorbed and enthusiastic about his/her work.” Mentoring enhances employee engagement which, in turn, increases productivity and job satisfaction. In the still highly-regarded 1996 Gallup Q12 employee engagement survey, 6 of the 12 items on the survey could be improved by an effective mentoring program. From both personal experience as a leader and a review of the small business literature, here are some of the advantages that arise from connecting people in a relationship designed to boost personal and work skills.
- Promotes professional development
- Connects mentee with someone who is interested in his/her advancement
- Stimulates personal/professional growth
- Creates a sense of accomplishment
- Teaches self-discipline
- Expands professional network of colleagues
The Journal of Applied Psychology (2004, Allen et al) published a report identifying additional tangible advantages that were gained by those who had a mentor in their workplace,
- Greater overall career success
- Increased compensation over the course of the career
- More promotions than non-mentored peers
- Higher job satisfaction
- Greater loyalty to the organization.
Establishing a relationship that benefits both the mentee and the mentor requires preparation and commitment from both individuals. Whether you are the well-informed advisor or the neophyte learner, these two components are essential for the partnership to work.
Start with self-assessment Before entering a mentoring relation, take time for introspection and think about what you have to offer as a mentor, or what you need if you are the mentee. Are you a good match for the other person? How much time can you commit to the mentoring process? Why do you want to be a mentor? Mentoring demands sincere effort to connect with and elevate the other person; it is never a platform for self-promotion.
Establish expectations Having common expectations aligns both people in the mentoring relationship and clarifies up front what each person has to offer and what can be expected from the other. Establish and agree on the amount of time and the level of preparation needed from each person before commencing the mentoring process. To be effective, mentoring is more than casual conversation over a cup of coffee.
Make it personal In addition to sharing information, take a personal interest in the other person and include things that are important to him/her as an individual. A good mentoring relationship can produce a friend for life.
Be a thinking partner All too often, the mentor assumes the role of an authority and eagerly tells the learner how to think and do the assigned task. Avoid being an authoritarian task-master by assuming the role of thinking partner and use your experience to guide the learner to an “aha” moment.
Share your network Those in a mentoring role often hold a more elevated position in the organization than the mentee, and/or have been with the organization for a greater length of time. Introducing your mentee to those whom you trust for advice expands his/her network of connections and establishes resources for future projects. Conversely, the mentee who is lower on the chain of command has a network of trusted colleagues at the grass-roots level. Working with a mentee may give the mentor insight into frontline issues that have not yet made it upward through the power structure.
Mentoring is an opportunity to create a two-way relationship that validates the mentee and provides a sense of fulfillment to the mentor. Having someone in the workplace who cares about you as a person as well as your individual professional development is a win-win in which both parties will grow by becoming more engaged, more creative and better informed . If you are an experienced worker, share your knowledge willingly with those who will become the future leaders in your organization. If you are new to the job, seek a mentor to help you learn about the company culture and provide guidance to ensure your future success. Effective mentoring produces lasting connections and winning results.
Tom is a noted author, speaker and mentor. Contact tom@procrna.com for information about the 4-part values-based leadership webinar series.