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 !!”).
- reinforces corporate
outlook and understanding
- enables an employee to reach higher levels of effectiveness far quicker
- motivation for ‘old timers' to become mentors
- provides a protégé a second opinion, back-up for learning process
based on experience gained on the job.
- 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?
