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THE MENTOR AS PARTNER

Bell begins with a story about a vacuum-traumatized parakeet as a metaphor for employees who have been similarly stunned into silence and submission by downsizings, reorgs, and other chaotic uncertainties. The question: How to get them singing again? In other words, how to get them recommitted, productive, and creative? Even better, you can establish an environment in which people are prepared and able to withstand the winds of change. Bell makes the case that it takes a special kind of mentoring, pointing out that worker-survivors who bounce back are typically "perpetual learners."To increase their number, leaders have to alter their personas fundamentally--from corporate parent to compassionate partner. And they must all add the role of learning coach or mentor to their repertoires. But with a new slant. The word mentor should not conjure up ol' Charlie and a wet-behind-the-ears young recruit. Not all mentors are managers or supervisors, but all managers and supervisors must be mentors, Bell emphasizes. One's mentor should be one's traveling companion on the same journey of openness, equality, and sharing of knowledge and skills. It is a learning partnership, intimate and engaging. A mentor's main gifts, as Bell refers to them, are learning, advice, feedback, focus, and support. Regarding feedback in particular, everyone knows that not every gift, no matter what it is, is always well received. Mentors must learn how to give feedback in the most positive way--no easy task. Mentors must be vulnerable and willing to let go when the time comes. Mentoring is not about "me guru, you greenhorn. Mentoring goes through these stages:
leveling the learning field fostering acceptance and safety giving learning gifts bolstering self-direction.
The culmination is growth and closure. But that doesn't mean that a mentor should cut all ties. After all, partners follow up with partners.

Product Code: 76000252E


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