Defining the Expectations of Your Mentors
Many firms assign the role of people development based on title. However, having people with the title of partner or manager does not necessarily equate to their being effective people developers. Some partners and managers lack the skill and/or interest in developing others, but you likely have some very effective people developers who could be formally assign to the mentorship role.
To identify who these, start by defining your expectations for your mentors. Consider putting your expectations in writing and documenting your mentor program. These should include the following:
• The career-planning or goal-setting approach they should use (including a form they can use for consistency across all mentees);
• Number of formal meetings between the mentor and mentee - at least quarterly with the intention to find out what's changed, review goals, help remove roadblocks, set new goals and answer questions or provide guidance where requested;
• Documentation required and the reporting process to HR or other assigned delegate in your firm;
• Informal coaching, check ins and other expectations of your mentors;
• Names of the people they are assigned to mentor and the expectations of the mentees.
In addition, for mentors to succeed, they need to continually develop and grow as a leader. Great mentors:
• Never ask others to do what they are unwilling to do themselves - no "do as I say, not as I do";
• Are not too vulnerable to say, "I'm sorry," "I made a mistake," or "I have areas for improvement, including X";
• Can be trusted;
• Are interested in others and willing to invest time in them;
• Appreciate the value of developing people and feel gratified doing so;
• Do not talk about poor performance with others who do not need to be in the conversation;
• Do not tease or joke about performance issues.
Once you've identified the expectations of your mentors and the attributes or behaviors they should possess, you'll be positioned to identify the mentors in your firm.
Remember, just as not all partners and managers are not equally effective business developers, neither are they equally effective people developers. Work toward a one-size-fits-one role description for each of your partners and managers that includes mentor responsibilities for whom the mentor role is assigned and leverages their unique skills, experience and interests and then set goals and reward accordingly.
Be sure not to "penalize" your mentors for time spent developing your people, which builds future capacity for your firm and a pool of people for your client service partners and managers to leverage.
Focus Your Mentors
The No. 1 objective for your mentors is to meet with your people. They should practice the philosophy of MBWA (Management By Walking Around) of Tom Peter's, author of "In Search of Excellence", or at least be available and check in with assigned mentees a minimum of once a week. The only way for mentors to develop relationships with their mentees is by talking to them.
One of the most effective ways to engage your team members is to get to know them, demonstrate interest in their hopes, dreams and goals (both personal and professional) and listen. While walking around and talking to their mentees, mentors have the opportunity to build relationships and show care and concern. During these interactions, mentors also have opportunities to teach and answer questions, cheerlead, acknowledge accomplishments and solicit feedback about what else they or the firm can do to support their people.
Today's mentors cannot operate under the "old" way of managing and communicating with your people where "no news is good news." Your people want - and demand - feedback. It is one of the most powerful forms of acknowledgement and respect and will help to retain your people, especially star performers who want to be on a winning team where their contributions are valued. It can be a struggle to balance the younger generations' need for constant communication, but it's one of the best investments you can make.
Consider providing formal training for your mentors to help ensure a consistent approach to developing your people and build any missing skills. The necessary training will be unique to each individual and firm, but possibilities include how to set specific, measurable goals, ways to hold people accountable, methods for providing performance feedback, and use straight talk in an inspiring and non-punishing manner.
Just as mentors should be identified, one person who "mentors your mentors" should be assigned to meet with them and evaluate their performance - good and bad - against the expectations you set. Use the meeting as an opportunity to provide coaching and be their "Dutch Uncle," sharing how they can improve. Sometimes, you may need to remove them from the role when you determine it's not a fit.
Take the time to identify and train mentors who will engage and develop your people. If no one in your firm is caring for your people, someone at another firm will be glad to. Are you willing to take that risk?