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Use  Mentoring

 

If each of us hires people who are smaller than we are, we shall become a company of dwarfs.  But if each of us hires people who are bigger than we are, we shall become a company of giants”…. David Ogilvy, ‘Passion for Excellence'.

 

Mentoring  was initially used to develop the hi-fliers, put them on the fast-track , or even to ‘break-in' new employees at all levels. It is still used extensively to energize older officers in a rut or established hi-fliers to quickly transfer organizational values, attitudes, skills and general managerial savvy to promising incumbents; in short, development.

 

Bosses are also mentors, but the classical mentor is a friend, philosopher and guide whose ultimate aim is to see his protégé fly higher than he ever did, even in his heyday…The ‘Ustad' concept in India… now waning, but still alive in music. It is characterized by a warm, intimate and personal relationship not entirely possible, for obvious reasons of command, between boss and subordinate. It operates at a different level, but should never encroach on the boss-subordinate territory, nor degenerate into a system, which creates rival ‘personality cults', which are unhealthy and lead to splits and vendettas within the organization, sapping its energy.

Points to remember about mentoring:

 

 

-based on mutual respect, if not admiration   (The Kid thinks, “ a'int never gonna  see no-one faster or better'n The ‘Ol Man'  He's the last of the real gunfighters.”

Meanwhile, The ‘Ol Man' is thinking: “Holy smoke!  The Kid 's  greased lightnin'!  Faster'n I ever wuz !!”).

 

 

    1. reinforces  corporate outlook and understanding
    2. enables an employee to reach higher  levels of effectiveness far quicker
    3. motivation for ‘old timers' to become mentors
    4. provides a protégé a second opinion, back-up for learning process based on experience gained on the job.
    5. It would do no harm if boss and mentor also happened to be friends. A great boss will never feel threatened by a mentor.

 

QUESTIONS:

 

 

1.       How would you react to having a ‘mentor' in your organization? Can you explain the subtle difference   between ‘coach' and ‘mentor'?

2.        Illustrate the role of a ‘mentor', vis-à-vis a boss. How can the situation be managed in case of clash between the two. Is such a thing possible?

 

 

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