The Journey to Leadership -- A Four-Part Series for New, Transitioning, and Established Leaders

The Journey to Leadership is a four-part series that provides structure for new, transitioning and established leaders in the process of charting, redefining, or redirecting their career course.  For some, this series will take you into new territory; for others, it will serve as a reminder of the vital tools that will sustain you through the next stretch of your journey.

Part I – Mentoring Relationships

Mentoring may be a mystery to those who have not had exposure to the concept through work, professional or social organizations, or personal relationships.  Yet opportunity lies within reach of anyone who takes the initiative to establish mentoring relationships as a critical component in their leadership development.   How does one access the wealth of knowledge within this community?  Based on my more than 20 years of experience working with leaders at all levels of organizations, here are my recommendations for building mentoring relationships throughout your leadership journey:

Leadership Skills Inventory.   A successful relationship with a mentor begins with assessing your professional skills and attributes.  Examine your professional experience and craft a comprehensive resume; then ask colleagues and friends whom you trust for their perspective.  With this information, determine your core competencies as well as developmental opportunities, and identify your goals and objectives, both long- and short-term.  This exercise will enable you to identify mentors best suited to your leadership and growth goals. 

Build the Right Relationship - Identifying Mentors.   If your company has an established mentoring program, take advantage of it.  If not, you need to identify your cadre of counselors, ideally four to five individuals, both inside and outside your company, through other avenues. Within your company, approach those you believe will serve as a sounding board for career and professional issues.  If you seek exposure in specific areas of expertise, align yourself with a department or functional line-of-business head.  Choose individuals from all walks of life within the organization – ethnically diverse, and from the custodian to the chairman. Choose mentors from among different political constituencies within your company.  With mergers, acquisitions, and changing management teams, it’s wise to seek counsel from numerous levels of management and political “camps” to gather multiple perspectives and serve as broader benefit to you.   Outside your company, look to members of professional and industry organizations, academia, clients and vendors, and executive search professionals. 

The Willing and the Unwilling.  Some leaders will wholeheartedly embrace the notion of mentoring; others will not.  If there are professionals you respect and wish to learn from, determine methods of tapping their knowledge via their subordinates or associates, and by accessing material they have written, speeches or lectures they have given, attending meetings they are leading, and other similar means.

Beware the Buddy.  Steer clear of those who approach you and believe they can help you in your goals, unless you respect their stature.  They may have basic operational and procedural knowledge but are not at the level of mentoring you need to broaden your experience or guide you in your career.

Define and Leverage the Relationship.  Set the parameters of the relationship immediately.  Establish meeting times that work for both of you, and determine the length of the mentoring relationship… a few months?  For a particular crisis, issue or project?   Maximize the benefits of your relationship – establish priorities; seek constructive criticism; solicit feedback; seek anecdotes of their accomplishments and failures; and, show your appreciation to your mentor throughout the process. 

Return the Favor – A Two-Way Street.  Mentoring an individual can be a rewarding experience, and if you have been mentored you undoubtedly recognize benefits of the relationship.  When you step into a leadership role, pass along the favor and become a mentor.  In addition to the personal satisfaction you will derive, you will increase your value within your company and in the marketplace. 

Watch for Part II of this series… Wishing you conitnued success!