I recently re-visited Sheryl Sandberg’s book “Lean In : Women, Work and the Will To Lead”. I had 3 women approach me for mentoring in the one week. I remembered she has some excellent advice on Mentoring. While this is normal part of my work, it is always helpful to step back now and again and reflect on what I am doing as a mentor and why I am doing it.
There was one part of her Chapter 5 on “Are You My Mentor?” that really got me thinking about my initial conversations with these 3 new mentees. She believes that many women coming for mentoring want a dependency relationship with their mentor which she says is not at all helpful for women. So what she said provoked me to think about how I wanted to engage with my 3 new mentees so that the relationship was an empowering one for them. I share my 7 insights here with my readers.Read More
Mike sent me an email that went like this:
I employed a 22 year old new graduate for a position in my organisation. She presented well at interview and I was very impressed with her attitude. I wanted someone with more experience but here (in the regional centre where he is based) it is very difficult to get people with the experience I want. So as everybody says: “Hire for attitude and train for skills”, I hired her.
Her 3 month probation period is almost due and I can’t see how I can keep her on. I fear I have to dismiss her. I’m quite anxious about it and the impact it will have on her. I feel responsible because I hired her knowing that she didn’t have the skills I wanted. I thought that with her enthusiasm and my support she would develop them. Now I realise that the job is way above her and it’s not just about developing skills, but having experience.
What did Mike do that was a win/win outcome?