Business Corner
STRATEGIES & ANALYSIS
If they are mediocre, the company will be mediocre. “A” play-
ers, relatively small number, will never make up for the solid
citizens, regardless of how good the “A” players are.
• Principle 3 Choice Assignments Are in Short Supply:
When plum assignments are not available, the junior management level can grow frustrated and feel that management is not really interested in their career development.
They also don’t believe that HR will represent their best
interests. That’s where the mentor comes in.
• Principle 4 Mentoring Is a Two-Way Street: Not all the
responsibility for mentoring rests with upper management.
Too many “B” players give up quickly and look for greener
pastures rather than learn how to thrive by catching the
attention of mentors and management. The Juniors must
learn how to professionally attract these assets.
MENTORING OBJECTIVES
The objectives of mentoring are simple. They are:
• To nurture the progressive growth of the employee;
• To increase the employees value to your company;
• To increase the employees company contribution;
• To create a reciprocal loyalty environment;
• To retain the employee for the long-term;
• Prevent employee failure; and
• Identify the total potential of employees
Tactically, a mentor must:
• Broaden the employees company education;
• Anticipate and be responsive to the employees needs;
• Provide flexibility to the employees thinking process;
• Product training and advice; and
• Provide the practical advice on “how to get things done”
The true act of mentoring for success involves every-
body. Here are the elements associated with a successful
mentoring culture:
• Mentoring IS part of the corporate culture. Its
ingrained;
• Therefore, all mentoring personnel are held responsi-
ble for their charges;
• Effective mentoring emphasizes pride of the employ-
ees’ accomplishments;
• A mentor is not a direct line reporting function;
• A mentor is outside the direct reporting functions and
with + 5 years tenure;
• All business related subjects are “open” for mentoring
discussions;
• Mentoring requires time and patience for success; and
• Mentoring must be set in an environment with a long-
term view, not a short-term “survival” mode.
Your personnel are the most precious assets you pos-
sess as a manager. Nurture them! CW
See Chemark’s ad this month on page 59.