Essays, Reports and Articles
Mentoring

Making Mentoring Work - Using the Corporate Tool of 2021
Leigh Kibby
-Kinematic

The wise leader knows that interpersonal relationships hold an organisation together. It is the glue that binds teams and the and essence that helps excellence spring from mediocrity. Of course, smiling faces and happy people are not the only elements of success. But, a balanced mix of task focus and cultural development forms a team that can go beyond willing to skilling then thrilling.

Obviously leadership style has an enormous impact on an organisational culture. However, it alone will not necessarily create the changes in culture that produce excellence in performance, nor will directives that issue from the management hierarchy.

A well structured, well run and well organised Mentoring program can make the difference.

Mentoring itself is not counselling nor an act of management. It is also more than just friendship and is definitely not a forum for brooding over problems or failure. Mentoring is wise, objective support that provides a nurturing context for personal review and reflection followed by action planning. It is also an opportunity for modelling that builds a framework for the protégé to develop attitudes and expand skills.

However, there are critical components of the process. These must first be understood, along with a sound understanding of the issues, so that a Mentoring program can be successful.

In organisations that want to enhance their performance by improving their interpersonal skills (i.e. build teams, establish a sense of direction, encourage a community within the workplace), the following factors are in play:

• the learned experience gap (LEG) - separates theory from doing (a key reason why training programs often fail to produce "enacted" change);
• the fear factor (FF) - where uncertainty results in reluctance and resistance, sometimes associated with a lack of commitment as a personal protection mechanism;
• reciprocity in relationships (RR) - between the individual and the organisation;
• balancing the Task/Culture mix;
• the appreciation gap (AP) where there is an inability, unwillingness or blindness to the benefits that are presently being provided by the organisation (a critical issue and one where Mentors can gently provide some reality testing); and
• the social context which can instil attitudes that effect commitment, loyalty and dedication.

A Mentoring program can bridge the LEG, reduce fear, create a sense of reciprocity and can obviate the pressures of the external social context to develop a powerful internal culture. Training program will not achieve these outcomes alone. Inspired leadership at the top and inspiring management down the line might. Reality suggests that this is not the case and so Mentoring has a clear role. Additionally, a well run Mentoring program can also produce erudite managers/leaders with broader outlooks, more positive attitudes and an expanded repertoire of skills.

The following are the key elements of a successful Mentoring program:

• enacted support from the executive leadership;
• well trained Mentors who have undertaken a program that explores attitudes, expands skills and is designed to bridge the LEG;
• program co-ordination and oversight;
• a system for Mentoring the Mentors which goes beyond program co-ordination and provides support with high level skills and experience (this may be required rarely but the resource needs to be available in the event of difficult problems, interpersonal issues, referral etc.);
• a thematic approach that links the Mentoring program with the organisation's direction (e.g. Alignment Plus model); and
• a model for creating "buy in" for proteges based on personal interest (the Alignment Plus model works here also).

In general, these components are not difficult to put together nor organise. Some require specialised experience and expertise, but most are readily available. The benefit of "getting it right" in the first place is that the system, if designed and supported well initially, becomes self-sustaining and independent.

©1997 Leigh Kibby

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