There is much debate about where great leaders come from. Are they somehow born with innate abilities that others lack, giving them an edge and propelling them to a position of leadership? Or are they taught the skills necessary to lead others through a careful process of instruction and practical advice? Each side of the argument has compelling evidence that seems to support its claim, making this a question that may never have a clear answer.
Regardless of whether a leader is born or made, leaders can (and must) be developed. How can an organization develop a system of building and equipping leaders without some form of training? Where can potential leaders get hands-on training before assuming major leadership roles? The most effective means of raising up new leaders is through mentoring.
Mentoring allows leaders to leverage their skills and experience to help new leaders develop and expand their capabilities. While many organizations and businesses have established mentoring programs that are built in to their leadership structure, individuals who wish to take part in a mentoring relationship don’t need to wait for a formal program. Here are five of the ways in which a mentor also functions as a teacher, whether officially or unofficially.
1. Instruction
One of the primary functions of a mentoring relationship is the act of instruction. Passing specialized knowledge and information about leadership, areas of expertise, or technical details that may pertain to the job is most effective when handled within the confines of a mentoring relationship. Similar to personalized lessons, mentoring offers the opportunity to engage the mentee in one-on-one instruction about how to handle assignments and job responsibilities.
While this doesn’t take the place of any formal education that a young leader may need, it can enhance knowledge they already possess. Passing acquired knowledge to the next generation of leadership ensures that there is less of a “learning curve” when a young leader takes over primary responsibilities.
2. Sponsorship
Another important function of the mentoring role is seen in the act of sponsorship. As a sponsor, the mentor introduces their mentee to other individuals who may or may not be directly involved in their particular industry. Sponsoring allows a mentor to provide the opportunity to gain new skills and make connections that may have lifelong benefits. Discovering the ultimate goals of the mentee will help the mentor establish a plan that will best propel a young leader to success.
3. Guidance
As a mentor, the leader is in a unique position to offer advice and counsel when asked. Over the course of time, the mentoring relationship will grow, providing the opportunity for more personalized advice. Advice can come in the form of planning, where the mentor helps plot the leadership track a young leader may wish to take. It may also entail sharing personal mistakes in an effort to help others avoid the same pitfalls. In many ways, the mentor becomes a confidant and steers the young leader on a productive professional path.
4. Motivation
A mentor can also be someone who validates, supports and encourages their mentee. Providing insight into how to align their values and goals with those of their organization can help engage young leaders in their work and also encourage their development. The mentor relationship can be a method of discovering opportunities for growth in every aspect of a job. Unlike a coaching relationship, which works towards specific goals, a mentoring relationship motivates the young leader to work through circumstances that may apply in a variety of situations.
5. Duplication
Perhaps most difficult for leaders to grasp, the idea of duplication seems foreign to many. But in essence, it is the most important aspect of their role as a mentor. Through their own observation and training, mentees will likely adopt the styles, attitudes and methods of their mentors. By mixing those “learned” behaviors with whatever skill sets they already possess, the mentee becomes an extension of the mentor. In this way, the mentor is duplicating themselves and is giving the business additional personnel resources that can be used to extend the reach of the corporation.
Mentoring allows experienced leaders the opportunity to share their wealth of knowledge with up-and-coming leaders. For many companies, it is also a means of retaining skilled talent by training less-practiced employees and preparing them to take on leadership roles.
In addition, many mentors often find that their own leadership skills, their outlook, and their overall job satisfaction all improve, and they are also less likely to report feelings of burnout. For leaders who may feel as through their careers have plateaued, being a mentor can give your career a much-needed boost. The results are astonishing: both mentors and mentees often report that their expectations were surpassed, and a life-long relationship that transcends the workplace may develop.
Even if you have attempted a mentoring relationship that hasn’t been a success, it’s worth the effort to try again — not every great leader is a success every time, after all. Ready to take your leadership to the next level? Seek out an individual either to mentor yourself, or who can mentor you.