Elearning! Magazine: Building Smarter Companies via Learning & Workplace Technologies.
Issue link: http://elmezine.epubxp.com/i/74275
TipsMentoring Considering a Mentor? Look Outside Your Comfort Zone BALANCE, HARMONY — EVEN TENSION — ARE CRITICAL CONSIDER- ATIONS. Tink of the classic mentor/ protégé relationship. Your mind may conjure up images of the benevolent, caring tutor and the eager, receptive stu- dent in a perfect give and take. A friendly, healthy exchange of ideas and wisdom. Sounds idyllic… But the truth is, this scenario might not be ideal for your professional development. Having a mentor is a privilege that most people, unfortunate- ly, don't get to enjoy. But given the opportunity, is the best choice a mentor who validates your current assumptions and reinforces the way you al- ready work? We all know that things that "just feel right" or make us com- fortable are oſten the worst things for us. So don't set- tle. Move between mentors if needed. If you're not challenged, it's time to move on. Tis isn't to suggest that you should only pursue a men- tor who doesn't feel right or makes you feel uncomfortable. But take a moment and look outside of your comfort zone. Identify someone who can pro- vide cold, hard advice, or steer you toward a path you might not have taken otherwise. You want to sharpen and diversify your skill set. Consider seeking out some- one at work who challenges your sensibilities, upends your idea of how things are sup- posed to be done — maybe even someone who flat-out frightens you. Look for a mentor who'll make you step up your game, who sets you back on your heels — someone who exhibits behaviors that you find profes- sionally admirable, but difficult to imagine in yourself: shrewd- ness, unflappability, assertive- ness. Does anyone in particular come to mind? Float the idea by him or her and observe the response. People who scare others away oſten make the best mentors. Te question for many is, "Who do I choose?" or, "Where do I turn?" For those who work in mid- to large- sized companies, there are most likely opportunities with- in for mentoring partnerships. Telecommuters or people who work remotely shouldn't have too much difficulty finding a mentor who's willing to pair up remotely. It's more common practice than you' d think. In fact, many large interna- tional companies, such as IBM and Hewlett-Packard, have distance mentoring programs built into their learning and development systems. With hundreds of thousands of employees dispersed across the globe, sharing knowledge resources and leveraging in- house expertise across the company network makes perfect sense. It improves company culture and increases retention and engagement. For the self-employed or small business owner with few connections, you'll find no shortage of resources online. Te reason mentorships are so desirable is that they aren't just a winning proposition for the protégé. It's a two-way street; the mentor has everything to gain as well. Teaching can be incredibly rewarding, and there is as much to be gained by the mentor. Te ideal mentor/protégé relationship is one that bal- ances harmony with tension, forces us to be creative, and helps us grow to become some- thing greater than what we' otherwise. d be —For more resources on plan- ning and managing corporate training: www.ecornell.com/ whitepapers 48 July / August 2012 Elearning!