What is Mentoring?
Mentoring is the process by which a Mentor assists a person or organization to attain their respective potential; it includes listening without judgment, suggesting alternatives, offering feedback and teaching concepts and tools. The Mentor asks probing questions that stimulate deep thinking. Solutions emerge from an environment of encouragement and support that the Mentor facilitates. Mentoring is based on faith in the Mentor and willingness to learn. Mentoring is all about hope, encouragement and appreciation for the person and the organization.
Why Corporate Mentoring Program?
The top management team in any company comprises of leaders who will pilot the company into the next millennium. Their skills, attitudes, and knowledge-base will therefore make or break the company in a vastly changed competitive environment. Unfortunately however, in most corporates the management team misses out on training and development for themselves even though they make their subordinates and team members avail of every possible opportunity for personal growth. In addition the management team walks a lonely path; the strategic decision making process, many times, does not afford the top team the support of candid and objective counsel. As a result, the management team is placed in the unenviable position of having to make major strategic decisions in a vacuum, without the benefit of objective counsel.
At the threshold of the new millennium, companies have to reinvent themselves if they are to survive. Studies show that once successful and mighty companies can very quickly lose their competitive edge. A cursory look at the Fortune 500 list of companies reveals the churning that occurs within the list every decade. In fact, ceteris paribus, the life expectancy of companies is now estimated to be in the region of 20 years. Change is thus a survival imperative. However, corporate change can only be led by personal change in the top echelons of management.
Role differences between Consultant and Mentor |
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| Considers top management in a purely professional role |
Visualises top management role as a synthesis of personal and professional roles |
| Avoids personal inputs |
Provides personal inputs |
| Relationship is purely professional |
Provides inputs based on close personal relationships with management |
| Steers away from conflict areas |
Assists in conflict resolution |
| Thinks organizational change alone drives profitability |
Believes that personal change drives organizational change |
