Recruiting Mentors: How to, Part 1

[tweetmeme source=”JanineMoon” only_single=false]At a recent career development workshop for Young Professionals (YPs), I participated in a panel on mentoring. What a great group of knowledgeable and wise people, including Margaret Finley from Chase who moderated. Panelists included:

*Jason Jenkins, Big Brothers Big Sisters
*Eric Troy, Ohio Department of Education
*Marilyn Pritchett, Mentoring Center of Central Ohio
*Lindsay Andrews, SMPS Columbus
*Janine Hancock Jones, Governor’s Staff [same name, same spelling!]

I noted that a number of folks in the audience were looking for mentors yet others were looking for how and where to be a mentor. While some had experience with mentoring programs, most panelists spoke to the tremendous value of informal mentors. Since lifelong learning is a 21st century necessity, informal mentoring is of value to everyone and is an ongoing requirement for Career Owners!

Informal mentors provide lifelong learning opportunities when and where you need them; give you the freedom to approach people from a variety of sources; and [can] help you reduce the blind spots that sabotage and get in the way of progress.

So just in case you’ve wondered but didn’t quite know how to go about it, a few thoughts on finding those informal mentors:

1. Stop waiting to be picked…it’s OK to recruit the mentor you want!

2. Look outside of your (work) organization to professional associations, community groups, civic and alumni associations and other interest groups. Mentors don’t have to spring from work in order to mentor you on career or professional issues.

3. A mentoring relationship can be as short as a single conversation or one that lasts for years…it depends on what the people involved create.

4. Align what you’d like to learn with what you think your mentor can teach you. If you admire someone’s ability to speak in front of a group, then to approach him/her about becoming a more comfortable speaker is probably a good goal and fit. If you’ve watched someone align two opposite sides around an issue, then you have a potential mentor who can help you learn collaboration and conflict techniques.

5. Prepare to approach a mentor: the easier and more comfortable you make your initial conversation, the more likely the individual is to say ‘yes.’ Know what you’d like to learn and why. Know how that learning will improve you as a professional. Be ready to suggest some structure that will help a relationship thrive. For example, you might say:

I admire the way you were able to pull together the diverse perspectives of the people on this committee. I know that it would strengthen my value in my workplace if I had those skills. Would you be willing to meet for a short time and discuss the possibility of mentoring me on the skills needed and how I could develop them?

I would be glad to meet at a time and place convenient for you; I’d be delighted to buy you a cup of coffee or tea! I’ll plan to call you at your office to schedule a time that works for you.

So you’re asking for the opportunity to meet and discuss the possibility of mentoring…you’re not requesting a long-term commitment. You have also made it easy for the individual to say ‘yes’ by offering to align with their schedule and time. This really says you are thoughtful and not trying to impose unduly. You have identified something specific that you would like to learn, so you are sending the message that you can identify your own learning goals, and that you will not be dependent upon the mentor to do that for you!

While most people are flattered to be asked to be a mentor, your thoughtfulness in scheduling time makes it comfortable: you’re really thinking about WIIFT: What’s In It For Them!

How you approach the meeting itself is food for the next blog post. There, too, having done some planning to move through an agenda and take responsibility for your needs–at the same time being thoughtful of your mentor’s time commitment–is much more likely to be appreciated and get you ongoing mentoring.

So get going now–identify at least 3 or 4 people who might be your mentors and approach at least one with a specific request for a skill or information you’d like to learn. With your meeting scheduled, next week’s post on how to have that first meeting will be timely…I’ll tell you exactly how to approach it so that your mentor wants to establish an ongoing, professional relationship with you, and so you are both better for the experience!

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What would happen in US orgs if they spe

What would happen in US orgs if they spent as much on “people maintenance” as on “building and equipment maintenance”? Superb Labor Day Me Superb Labor Day Message from Seth Godin.

Who’s missing the mark?

[tweetmeme source=”JanineMoon” only_single=false]Help me understand please!

I read an article in a recent International Business Times, U.S. edition, reporting that 3.2 million jobs are going begging because perfect candidates aren’t available within the 15 million unemployed. And, apparently, they aren’t available internally, either.

[Note: I am generalizing and lumping all employers together…I acknowledge that there are exceptions!]

As the author of a book that places career development responsibility squarely in the employee’s lap (Career Ownership: Creating ‘Job Security’ in Any Economy), I still find it stupefying that employers don’t consider growing that perfect candidate–whether from the inside or outside. American employers as a whole look at investment in their greatest assets as an expense to be trimmed or eliminated.

Organizations think nothing of property, building and equipment improvements to extend the value of those physical assets, yet they find it a waste of dollars to maintain or improve the value of the assets that count most in today’s economy: workers’ brains. And, this says nothing of the value of workers who bring their hearts as well, motivated to go over and above to ensure the success of the business.

How did organizations get to the place where an operating assumption is that assets must be “perfect” in order to be a “fit,” to be of value? Or that maintaining the value of capital assets is a dispensable expense? Yet, these assumptions seem to drive many organizations in today’s economy. It’s the same thinking that organizations use to terminate workers who finish a project and hire different workers for the next–even if training or another learning solution would bridge the gap quite nicely.

Why is it that:

>Employers require experience, yet ignore slope of a learning curve?

>They downsize a workforce to reach quarterly financial goals while shelling out big bucks for outplacement to assuage guilt and appear socially sensitive in “hard times”?

>So many employers consider improving and “re-purposing” human assets to be an unwarranted expense while ignoring the expense associated with turnover, lost productivity, low morale and disappearing customer loyalty?

If a position can go unfilled for months while a search for the perfect candidate occurs, how important can it be to fill it in the first place? Do the accolades managers receive for coming in “under budget” outweigh the costs (much more difficult to track) of filling a position with less-than-perfect? What numbers would organizations discover if they weighed the ROI between bringing an internal candidate up to speed and recruiting for the perfect fit? How is the lost productivity measured and tracked? The lower efficiency and missed opportunities? Customers who go with a more responsive competitor while the search drags on for a qualified candidate?

How about measuring the real costs of doing business?

Organizations purport that they must “make the numbers;” so it is time for organizations to take responsibility for tracking all the numbers—not just the ones that make a quick short-term impact. In any economy, sacrificing smart, solid longer term business practice in the interests of meeting outdated stability measures results in a false sense of security for the bankers and the stockholders, especially when it’s the assets that are sacrificed.

In the May issue of Fast Company, authors Dan Heath and Chip Heath make a compelling case for growing talent internally rather than recruiting from the outside. It’s high time business people review outdated activities that fall under the guise of “sound business practice” and upgrade those principles to align with the needs of the 2010 economy.

Why not weigh in?

What will it take for employers to put workers on the “asset” side of the ledger instead of the “expense” side? How can workers help this happen?