You’ve risen through the ranks and you’re now a successful business leader. Along your journey, you’ve learned invaluable skills from others. So, now you’re at the top, why don’t you become a mentor?
It may seem counterintuitive to some – after all, it’s great for the mentee but what’s in it for the mentor? As it turns out – an awful lot.
Develop your talents
For a start, it helps you develop your own talents in a more effective manner. Your staff are the engine of your business, and taking on a mentee allows you to seek their counsel as well as learn new skills from them, whilst reflecting on your own practices. It allows you to develop them directly, enhance peer recognition and use one workplace generation to support the next.
Build greater transparency and understanding with your staff
Transparency and openness within a company are essential for growth. Taking a junior mentee means both of you get to see the view from both sides of the fence – boosting and sharing knowledge, and using what they have done previously to support new activity.
Develop talent and improve job satisfaction
Upskilling your staff improves their job satisfaction, whilst increasing your business’s agility and flexibility. It should be natural to make your business as agile and efficient as possible. The mentor/mentee relationship allows you to retain cross business perspective, giving you the capability and capacity to retain and develop the best talent. It also means you can impart to them the confidence to change and grow within the business.
Improve culture and processes
Mentoring is a natural way to manage people to and to encourage change. A junior mentee helps widen your understanding of the organization through absorbing all aspects of the company culture. Similarly, the two-way flow of ideas through taking a new employee as a mentee can help shake up long-held processes, improving your business for the better.
Acquire transferrable skills and outside views
Taking an external mentee can give you an all-important view from outside the organization. For example, a CEO mentored externally can learn from the experiences of other organizations, and allow them to find transferable value from other sectors to help support business growth.
Historically, the food chain was only vertical. But in today’s workplace, lateral and grassroots input is essential to growing your business. Can you afford to miss the value of putting mentoring activities in place?