I am 45 years old and own three businesses; yet I’ve had three mentors in the past three months. A chairman, who is helping me navigate the new territory of being an international business owner and two 25 years olds who have coaxed and coached me on the power of social media.
Mentoring, it never sleeps.
Apparently I’m not the only “experienced” leader who has sought out a more junior executive to be my mentor, it’s a bit of a trend.
Julie Egonidis is the mentoring program manager for my procurement business, The Faculty. She recently highlighted the growing trend of reverse mentoring.
“In the race to unearth new opportunities and remain relevant as leaders in a rapidly changing digital economy, we are finding a shift in the traditional mentoring framework – senior mentor coaching junior mentee – to one that is more collaborative and co-creative,” Julie says.
That’s not to mean traditional mentor relationships should be thrown out. My first mentor was the traditional type – she was someone I respected, who was more senior than me, who took me under her wing and showed me the ropes.
But the lines are blurring. Whether it’s someone with years of experience under their belt or someone with less years than yourself, finding the right mentor fit is key.
Today, many Millenials seem obsessed with finding a mentor, convinced that it is the magic key to career advancement. Sheryl Sandberg, makes the following observation in her book, Lean In:
“I realised that searching for a mentor has become the professional equivalent of waiting for Prince Charming,” she writes.
“We all grew up on the fairy tale Sleeping Beauty, which instructs young women that if they just wait for their prince to arrive, they will be kissed and whisked away on a white horse to live happily ever after. Now young women are told that if they can just find the right mentor, they will be pushed up the ladder and whisked away to the corner office to live happily ever after.”
The important truth is that mentors find you, not the other way around. Sandberg believes we need to stop telling mentees, “Get a mentor and you will excel.” Instead, we need to tell them, “Excel and you will get a mentor.”
So how can you increase your chances of a great mentor relationship?
1. Check that you don’t already have a mentor. Sometimes in large organisations there are lots of people advocating for you – you just don’t realise it. Open your eyes and ears to people who may already be informally mentoring you.
2. Get to know yourself and pinpoint where you need to grow. Self-awareness is one of the most valuable traits you can develop as a leader. We can all be our own greatest critics, but we need to take an honest look in the mirror and really understand and reconcile our opportunities for development. Sometimes we can be attracted to people who are actually a lot like ourselves, when in reality we need advice from people who have strengths in areas we don’t.
3. Be brave and find an “unreasonable friend”. One of the key take outs I got from Craig Harper, High Performance Coach and Exercise Scientist, was that everyone needs an unreasonable friend. That is someone who just won’t tell us what we WANT to hear, but what we NEED to hear. We need to be brave enough to have someone like this in our lives and to really take their feedback onboard.
4. Relax and let the relationship unfold. If you consciously know that you want a mentor, you will unconsciously seek out that person. Don’t push the universe too much, wait for your mentor to evolve naturally, then cultivate the relationship in a measured, professional way.
5. You don’t need just one mentor. Don’t feel like you need just one person to give you the answers to all your development questions. We are surrounded by amazing people that we can learn different things from every day. I’m a prime example of that as I learn from people from all walks of my life!
The great mentors of my life have not been created through formal relationships. They have been created in the workplace based on mutual respect, my desire to learn and my mentor’s willingness to share knowledge, promote me to others and, most importantly, help me believe in myself.
This article first appeared in Women’s Agenda
Tania Seary is the founder of three procurement related businesses: The Faculty, a procurement management consultancy; its sister recruitment firmThe Source; and Procurious, an online networking business for logistics, supply chain and procurement professionals.