Brad Johnson and David G. Smith tried to emphasize in their article, “Mentoring Women Is Not About Trying to “Rescue” Them”, the importance of reciprocal mentoring instead of a traditional mentor-mentee hierarchy. They particularly highlighted how male mentors and sponsors are essential for helping women to get ahead with their career. They backed up their claim with a research that examines the organizational context on relationships between senior‐male mentors and objective and subjective career outcomes among midcareer managers and professionals. In the article, they mentioned that when women are mentored by men, they make more money, receive more promotions, and report greater satisfaction with their career trajectories. Although mentoring
Mentorship Mentorship can be identified as a relationship between an experienced individual and someone who wants to be guided by that person in order to expand and achieve career goals and objectives. The mentee will need to have the drive to excel and grow as an individual and the mentor needs to want to help the mentee become the best person they can be. In this relationship, characteristics that the two people must have should be mutual trust, respect, and confidentiality in order for it to work. Mentorship is important because it is an easily available source of knowledge and experience for those who wish to grow and expand in their profession and as people. It is also a good source of socialization with others in your profession and it can be a support system in your life.
Even if you generate lead for him/her, all they are going to teach you is how to generate more leads. Because of these reasons, there are almost no chances of trust issues. Having a business mentor is a form of leverage. One of the most important concepts you will always need as a business man is leveraging in every aspect of life. You are mortal human and you cannot do multiple things at a time efficiently except by
The mentor will ensure they will create opportunities, and establish times to meet together to discuss certain topics. Doing this will show the mentee that the mentor in-facts cares and is genuine about the mentorship. Furthermore, a mentor should put the interest of the mentee first, helping the mentee in every possible way they can in order for the mentee to the most successful they can be in their career. Lastly, a mentor should always give constructive feedback, establishing trust within the relationship. That said, a mentee needs to hold a certain expectation of the mentor throughout the mentorship.
I think it was important to assess my personal strengths and weaknesses as to gain confidence in my abilities as a nursing student mentor. There were instances when I was unable to perform my mentor duties as there were instances of inadequate time to fulfil this role along with my ward duties. It was hard to foresee how the day may go as one never knows what will occur. Gainsbury (2010) states that while mentors are aware of the value of mentoring students they are challenged as to how to commit fully to the role within the constant demands of their job. To lessen this as much as possible I put my leadership and managerial skills into practice so that opportunities and experiences were planned to an extent promoting a learning environment (Goorapah,
Mentoring is defined as a progressive, empowering, and fostering relationship that extends over time. It is a complex, interpersonal, emotional relationship. Mutual exchange of knowledge, life experiences, information, and diversity involves in mentoring relationship that occur in an atmosphere of respect and affirmation (Garneau, 2015). Whether organizations are new or well established, they must be innovative and able to change in order to survive and thrive. However, organizations do not just operate by themselves they are powered and led by people.
Over the last 50 years, mentoring program has been largely emphasized in almost all sectors of the organization, different researchers has proved through their research that mentoring program has brought some or the other kind of a change in an employee as an individual and organization as a whole.. The concept of mentoring is back old during the times of ancient Greek literature, when a story “The odessy” written by horner, highlighted the importance of mentoring. In this story, odessy told his friend, a mentor and a guide to teach his son about the important tips of handling challenging lifestyles before he left for Trojan war. Traditionally a mentor was an old man with experiences, who was trusted to guide and teach young man with less experiences
He recognized his lack of technology skills in the late 1990s, and believed that the youngest people joining the company were far more knowledgeable and comfortable about using new technologies than their managers. So, he asked 500 of his top executives to seek out mentors from among the new joiners. Since, reverse mentoring proved to be very beneficial not only for enhancing the performance and confidence of senior employees but also for enhancing the bonding and relationship between juniors and seniors, this concept is becoming increasing popular and being encouraged by various organizations. But the fact is that even reverse mentoring has its roots embedded in the traditional mentoring system. For example, usually, a mentor is expected to be senior and more experienced than the mentee.
Literature studies indicate that formal mentoring is commonly arranged or assigned in workplace or academia settings, therefore mentors and protégé may have never met but simply assigned to each other. However, acquirement of training and skills cultivates advancement opportunities and higher pay (Nemanick, 2000). Mentoring in organizations have mutual positive and impactful effects such as professional growth, career advancement and career mobility for the protégé; the mentor receives recognition of accomplishments, renewing communication skills, protégé linkage to issues in younger generations and development and retainment of talent in organization (William, 2000). The problem with formal mentoring is the duration, if formal mentorships are arranged or assigned within organizations, the preset duration can conflict the desired outcomes. What may take an protégé two month may take another two
Mentoring involves providing a new employee with an experienced employee or an external specialist in order to help the new employee grow and develop within the organisation. The experienced mentor acts as a role model while at the same time guiding, advising and supporting the new employee (Gunnigle, Heraty, Morley, McDonnell, 2011). Its main aim is to develop new skills which are needed in the current area of expertise, improve current skills while also promoting feedback in order to get new ideas. It aids in the process of induction as new employees have professional help which familiarises them with the job and therefore their self-confidence increases, which in return contributes to employee retention as new staff becomes more loyal to