Business Mentoirng
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Business Mentoirng directly from the AmCoach app

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Mentoring

Mentoring is a learning relationship, focused on developing your career on the long term of a person which gets support from a professional with experience. The main purpose of the mentoring is to stimulate personal and professional growth, developing skills, knowledge and understanding a certain field.

The main role of the mentoring is to reduce moving the staff within the organization, initiating those which are to be promoted in leadership positions and quickly developing the best of them. This training process is started in a very well designed system and needs to have a support structure and use the tools to ensure efficiency.

A success manager always sees the efficiency of their employees. For this, they will use, when necessary, coaching processes and mentoring applied to employees.

Mentoring

Mentoring is a learning relationship, focused on developing your career on the long term of a person which gets support from a professional with experience. The main purpose of the mentoring is to stimulate personal and professional growth, developing skills, knowledge and understanding a certain field.

The main role of the mentoring is to reduce moving the staff within the organization, initiating those which are to be promoted in leadership positions and quickly developing the best of them. This training process is started in a very well designed system and needs to have a support structure and use the tools to ensure efficiency.

A success manager always sees the efficiency of their employees. For this, they will use, when necessary, coaching processes and mentoring applied to employees.

Why is a mentor important?

Let’s assume that a talented man gets hired in a field. The manager might guide them in their development as a leader, strategy marker and business professional, which will bring more value to the company. A mentor will encourage the person to think critically, to present solutions to problems that arise and to present new approaches by asking tough questions. The mentor and mentored relationship ends after the person leaves the mentor’s company, but their impact continues in the employee’s work over their entire career.

There are many people who attribute their professional growth, or at least part of it, to the mentor that guided them and challenged them to think outside the box and to open their eyes and mind to new possibilities. Even if each person develops in their own pace, this type of influence can have many positive and lasting effects, especially in the professional field. Many organizations already saw the power of effective mentoring and set programs for young professionals, who are at the beginning of their career, to identify and gain support from a more experienced professional in the field.

Mentoring – valuable instrument

Being one of the oldest approaches in management, mentoring is known and used as a valuable tool in the organizational development as well as the improvement for the business results. The mentoring process refers to the guiding and counseling an employee that has less experience than the mentor. The final purpose is to develop the personal potential of the young employee. The mentoring is focused mainly over the objectives of their careers long term and have no effects on immediate results. Many times, it’s done beyond the chain of command, by person within or outside of the company.

Why is a mentor important?​

Let’s assume that a talented man gets hired in a field. The manager might guide them in their development as a leader, strategy marker and business professional, which will bring more value to the company. A mentor will encourage the person to think critically, to present solutions to problems that arise and to present new approaches by asking tough questions. The mentor and mentored relationship ends after the person leaves the mentor’s company, but their impact continues in the employee’s work over their entire career.

There are many people who attribute their professional growth, or at least part of it, to the mentor that guided them and challenged them to think outside the box and to open their eyes and mind to new possibilities. Even if each person develops in their own pace, this type of influence can have many positive and lasting effects, especially in the professional field. Many organizations already saw the power of effective mentoring and set programs for young professionals, who are at the beginning of their career, to identify and gain support from a more experienced professional in the field.

Mentoring – valuable instrument

Being one of the oldest approaches in management, mentoring is known and used as a valuable tool in the organizational development as well as the improvement for the business results. The mentoring process refers to the guiding and counseling an employee that has less experience than the mentor. The final purpose is to develop the personal potential of the young employee. The mentoring is focused mainly over the objectives of their careers long term and have no effects on immediate results. Many times, it’s done beyond the chain of command, by person within or outside of the company.

A mentor’s responsibilities

When you identify for the first time a mentor and set together a relationship, discussion and comparing expectations for the mentor’s role, as for the mentoring. It’s well to clarify the responsibilities of each person and the process they will adopt in their communication, understanding career objectives, tracking and solving problems.

In order to better focus on the benefits of this mentoring relationship, here are few things to consider:

✓ Be open to feedback from your mentor, no matter if it’s positive or negative. Don’t be afraid to ask advice or even critiques.
✓ Practice your skills as a good listener, take what you can use and what can help you to achieve your objectives.
✓ In order to offer a better relationship structure, specific to the initial career objectives that you desire. A few examples would be learning a new procedure or specific process or training for a promotion.
✓ Discuss with your mentor about how you can best measure the success and the effectiveness of the mentoring relationship.
✓ Schedule periodic talks with your mentor and go to these meetings.
✓ As you dedicate yourself to certain steps in the development process or you discuss about taking career risks, keep track of the talks with your mentor and track the evolution of these steps in each meeting.
✓ Do brainstorming sessions in order to find ways to improve your mentoring relationship.
✓ Keep in mind that the mentor invests their time to help you develop, so learn, actively participate and follow the given directions.

The mentor is the person that you want to choose willingly, because you trust them and their professional qualities. On the other hand, a coach comes many times as a facilitator of the optimal integration of the employee in their occupied job. As a level of influence, the mentor’s is equal to the value they have towards their employees and they care deeply about the nature of the professional relationship that is set between the two.

A mentoring program is fit for the young adults that enter the work market or those starting out, who lack the experience or the practical knowledge in a certain field, and only have a baggage of theoretical knowledge and the desire to progress professionally. These people are in new professional stances and need a role model and guide in order to better adapt and learn quicker than on their own.

Mentoring techniques or models

It’s the most traditional type of mentoring. Only the mentor and the mentored are involved in this type and usually, they associate a person with more experience, with a mentored with less experience and or maybe younger.

Within this model, one or more mentors work as a group of mentors. Schools and youth programs apply often to this model, because it’s possible there’s not enough time or resources to have a mentor for every participant.

Those participating in this model have the same role or department or have common or similar experiences, be it in their professional or personal lives. These colleagues unite to offer support to one another. This can be either a group mentoring or one on one mentoring.

Considering how far the technology advanced, the mentoring relationship doesn’t have to be face to face. By using online software or even e-mail, the participants in this type of mentoring can connect virtually, without losing that personal touch.

This mentoring relationship is reversed via the traditional one. Instead of the senior professional mentoring a junior employee, the junior employee mentors the senior professional. This relationship must be used when the junior professional must teach the skills or new apps or technology to the senior one.

This type of mentoring is like a game of speed dating and it usually is a part of an event or corporate conference. The mentoring has a series of one on one conversations with a set of different mentors and usually, they go from mentor to mentor after a short meeting. The mentored one should be prepared with questions and advice from the professionals.

A mentor can take on multiple roles over the mentoring career, depending on the needs of the participant. These include:

There are two parts: supporting the mentoring process and the teaching content. This role helps the participant to clarify their objectives or learning styles. The mentor can also help the mentored to reflect on their experience. Also, they can be capable to offer the mentored theoretical patterns in order to support the learning.

Anyone can adopt an approach for coaching, and a mentor is no exception. Coaching requires thinking that the mentored already has the key to their problems and the desire to help them to explore the problem, including supporting the thinking and experimenting with new work ways.

The mentor can use counseling skills, such as active listening, reflecting and clarifying in order to help the mentored gain a perspective over the processes. The mentor can take also an councilor role, if it’s clear that the mentored is fighting an internal thought blockage.

This is a role that is often used when someone is new in an organization, for example, during the initiation period. The mentor helps the mentored to quickly develop their understanding or to support the continual career development.

In this case, the mentor becomes a valuable source of information and not just a listener. The mentor can also share their experience to help the mentored understand a certain work situation.

This role is the one that requires the least effort from the mentor, because it’s usually about the way they behave in a natural way. It’s possible that a mentored is drawn by the mentor because of the way that they manage certain situations. Thus, the mentored will learn by following the way that the mentor behaves, in the mentoring relationship and outside it.

The role of a critical friend is one of the most important, though some of the most difficult mentoring roles to do right. It’s necessary for the mentor to listen, to encourage, to attract attention, to reflect and to launch hypothesis and, if necessary, to offer critical feedback over the ideas or plans that are the subject of the talks. The tole presumes giving constructive feedback and a strong emotional intelligence and being aware of the feelings.

Tehnici sau modele de mentoring

It’s the most traditional type of mentoring. Only the mentor and the mentored are involved in this type and usually, they associate a person with more experience, with a mentored with less experience and or maybe younger.

Within this model, one or more mentors work as a group of mentors. Schools and youth programs apply often to this model, because it’s possible there’s not enough time or resources to have a mentor for every participant.

Those participating in this model have the same role or department or have common or similar experiences, be it in their professional or personal lives. These colleagues unite to offer support to one another. This can be either a group mentoring or one on one mentoring.

Considering how far the technology advanced, the mentoring relationship doesn’t have to be face to face. By using online software or even e-mail, the participants in this type of mentoring can connect virtually, without losing that personal touch.

This mentoring relationship is reversed via the traditional one. Instead of the senior professional mentoring a junior employee, the junior employee mentors the senior professional. This relationship must be used when the junior professional must teach the skills or new apps or technology to the senior one.

This type of mentoring is like a game of speed dating and it usually is a part of an event or corporate conference. The mentoring has a series of one on one conversations with a set of different mentors and usually, they go from mentor to mentor after a short meeting. The mentored one should be prepared with questions and advice from the professionals.

A mentor can take on multiple roles over the mentoring career, depending on the needs of the participant. These include:

There are two parts: supporting the mentoring process and the teaching content. This role helps the participant to clarify their objectives or learning styles. The mentor can also help the mentored to reflect on their experience. Also, they can be capable to offer the mentored theoretical patterns in order to support the learning.

Anyone can adopt an approach for coaching, and a mentor is no exception. Coaching requires thinking that the mentored already has the key to their problems and the desire to help them to explore the problem, including supporting the thinking and experimenting with new work ways.

The mentor can use counseling skills, such as active listening, reflecting and clarifying in order to help the mentored gain a perspective over the processes. The mentor can take also an councilor role, if it’s clear that the mentored is fighting an internal thought blockage.

This is a role that is often used when someone is new in an organization, for example, during the initiation period. The mentor helps the mentored to quickly develop their understanding or to support the continual career development.

In this case, the mentor becomes a valuable source of information and not just a listener. The mentor can also share their experience to help the mentored understand a certain work situation.

This role is the one that requires the least effort from the mentor, because it’s usually about the way they behave in a natural way. It’s possible that a mentored is drawn by the mentor because of the way that they manage certain situations. Thus, the mentored will learn by following the way that the mentor behaves, in the mentoring relationship and outside it.

The role of a critical friend is one of the most important, though some of the most difficult mentoring roles to do right. It’s necessary for the mentor to listen, to encourage, to attract attention, to reflect and to launch hypothesis and, if necessary, to offer critical feedback over the ideas or plans that are the subject of the talks. The tole presumes giving constructive feedback and a strong emotional intelligence and being aware of the feelings.