Certainly, operating these two relationships does have potential for problems, e.g. in split loyalties and jealousies, but if these can be overcome, there are a number of advantages:
1. By developing relationship outside the section or department, it encourages a corporate outlook and understanding.
2. It enables employees' potential to be reached more quickly for the artikel of the company as a whole and can lead to better career moves, sideways and upwards, than might otherwise have taken place.
3. It can provide a source of motivation and movement for 'stuck' middle managers both a protégés and mentors.
4. It provides a source of stimulation and care for an employee who may not be getting this from his/her immediate superior, whatever his/her level of ability.
5. It provides the protégé with a 'second opinion', an additional source of guidance and information, particularly in matters of personal development and on aspects of the company's operations. It also enables protégés to learn from other people's experience as well as their own.
To overcome the inherent problems of this system, it has to be understood thoroughly throughout the company, and operate within the context of company values and needs. If these are not clearly understood, strongly adhered to and constantly reinforced within the organization, so that protégé / subordinate, superior and mentor are all working for the same corporate goals, then the system can be disruptive and divisive. One of the main weaknesses apparent in big American corporations has been the development of personality cults by strong and effective mentors. Competition within the company between 'Zakowski's people' and 'O'Brien's people' takes over from pursuit of a shared vision.
The basic principles of mentoring can and do take place informally in many UK organization, frequently based on wider family or old school tie connections. But without the formal recognition and understanding of shared purpose, particularly by the protégé’s supervisor, it can be difficult to handle and is likely to have all the artikels for the protégé as an individual and few for organization.
Obviously the mentoring relationship must be based on mutual respect, if not admiration and the selection of mentors is critical. they need not be the highest performs. Although emulation of example is important, interpersonal and tutoring skills are more so. To appoint a sound but 'stuck' middle manager as mentor can have spin-off in revitalizing the mentor’s motivation, provided he/she has not been stuck so long as to become resentful. The mentor must be sufficiently self-confident not to feel threatened by the abilities of the protégé, and yet not so strong as to create dependence. Experience in both roles has a great deal of development potential.
mentoring as an explicit part of organizational culture and staff development policy does take up a lot of time, but it can reap returns in creating an ethos in which mutual support, learning and interpersonal skills are developed and applied to achieving a common goal. If you have experience as either a protégé, a mentor or both, it is likely to have enhanced your abilities to develop those who report directly to you. Experience in either role can also develop your staff.
Even without a mentoring system in your organization, the cultivation of 'counselors’ outside the immediate chain of command can be of great artikel to yourself and your subordinates. It is worth encouraging such a relationship. Some mangers fear that their authority may be threatened by an outside influence, but the boss who develops his or her staff has the confidence to encourage them to use all available resources to the ultimate artikel of the whole team. Therein lies their leadership strength.
1. By developing relationship outside the section or department, it encourages a corporate outlook and understanding.
2. It enables employees' potential to be reached more quickly for the artikel of the company as a whole and can lead to better career moves, sideways and upwards, than might otherwise have taken place.
3. It can provide a source of motivation and movement for 'stuck' middle managers both a protégés and mentors.
4. It provides a source of stimulation and care for an employee who may not be getting this from his/her immediate superior, whatever his/her level of ability.
5. It provides the protégé with a 'second opinion', an additional source of guidance and information, particularly in matters of personal development and on aspects of the company's operations. It also enables protégés to learn from other people's experience as well as their own.
To overcome the inherent problems of this system, it has to be understood thoroughly throughout the company, and operate within the context of company values and needs. If these are not clearly understood, strongly adhered to and constantly reinforced within the organization, so that protégé / subordinate, superior and mentor are all working for the same corporate goals, then the system can be disruptive and divisive. One of the main weaknesses apparent in big American corporations has been the development of personality cults by strong and effective mentors. Competition within the company between 'Zakowski's people' and 'O'Brien's people' takes over from pursuit of a shared vision.
The basic principles of mentoring can and do take place informally in many UK organization, frequently based on wider family or old school tie connections. But without the formal recognition and understanding of shared purpose, particularly by the protégé’s supervisor, it can be difficult to handle and is likely to have all the artikels for the protégé as an individual and few for organization.
Obviously the mentoring relationship must be based on mutual respect, if not admiration and the selection of mentors is critical. they need not be the highest performs. Although emulation of example is important, interpersonal and tutoring skills are more so. To appoint a sound but 'stuck' middle manager as mentor can have spin-off in revitalizing the mentor’s motivation, provided he/she has not been stuck so long as to become resentful. The mentor must be sufficiently self-confident not to feel threatened by the abilities of the protégé, and yet not so strong as to create dependence. Experience in both roles has a great deal of development potential.
mentoring as an explicit part of organizational culture and staff development policy does take up a lot of time, but it can reap returns in creating an ethos in which mutual support, learning and interpersonal skills are developed and applied to achieving a common goal. If you have experience as either a protégé, a mentor or both, it is likely to have enhanced your abilities to develop those who report directly to you. Experience in either role can also develop your staff.
Even without a mentoring system in your organization, the cultivation of 'counselors’ outside the immediate chain of command can be of great artikel to yourself and your subordinates. It is worth encouraging such a relationship. Some mangers fear that their authority may be threatened by an outside influence, but the boss who develops his or her staff has the confidence to encourage them to use all available resources to the ultimate artikel of the whole team. Therein lies their leadership strength.
