Mentoring is getting a lot of attention and exposure these days. This focus stems, partly, from the fact that five generations currently make-up this country’s workforce. Organizations that value knowledge transfer understand that their senior level employees play significant roles in the development and education of their new employees.
There are three phases to a meaningful mentoring relationship. The first phase is the Forming stage. The second and third phases are Reforming and Transforming, respectively. Each phase plays a critical role in establishing and achieving a successful mentoring partnership.
Forming, the initial stage, could easily start with a greeting like “Hello.” When people interact in the workplace or a networking event, it gives them the opportunity to vet any potential mentors (and vice versa).
The key to forming a mentoring relationship, beyond the hello, is contingent upon the two people’s ability to navigate their compatibility. It is important that both are open and receptive to the mentoring and coaching processes, as well as all that comes with them.
When compatibility has been established, it is essential to develop a formal or informal agreement, depending on circumstances and situations. The agreement will set the boundaries and parameters for the mentoring relationship going forward. It serves as the ‘guide’ for the mentor and mentee.
The final action to be taken in the forming phase is to set the goals for the mentoring process. What will be achieved and a time frame for the mentee to successfully achieve their targeted outcomes will be negotiated: the goals being focal points for the length of the mentoring relationship.
The second stage of a successful and meaningful mentoring relationship is Reforming. Here, the mentor and mentee have the opportunity to modify their partnership. This may or may not be needed; however, it is critical to bookmark it in the overall mentoring process.
During the Reforming stage, any part of the mentoring partnership can be improved. Goals sometimes change. Timelines can need extending. The mentor and mentee determine what improvements–if any–must occur to manifest successful outcomes.
The Reforming stage must include check-ins to the original agreement and goals. These check-ins are essential to keep the mentee (and mentor) on the right path towards successful achievement.
The last stage, also known as Transforming, is the culmination of the focuses of the first two stages. Growth is only one of the ways that transformation can take place. When the mentee measures their achievements against their established goals, they can measure their own growth in those respects. If necessary, the mentor can point out the mentee’s ‘blind spots’ in this phase.
A mentee, who follows the mentoring process, will achieve more than the goals that they have established at the Forming stage. The partnership with a mentor almost always guarantees development. Equally important, the mentor will also experience development by participating in the mentoring process. Mentoring can be a win-win situation.
The final component of the third stage is goal-achievement. The goals from the Forming stage can, now, successfully be met. With each set of achieved goals, the mentee grows more in their career.
When the mentoring partnership has served its purpose, it is necessary to debrief. Experiences within that process are explored both parties can decide what comes next. Some mentoring relationships last briefly, as little as six to twelve months. Others, however, may last years. It is up to the mentor and mentee to decide if they will move forward together or terminate the partnership.
Since mentoring relationships are so valuable, it is important to dispel any confusion or myths that might be construed as complicated or cumbersome. In fact, doing so is easy when going through these 3 phases. These are actions that most people take every day; and when put all together, they create a mutually beneficial relationship with great potential for outstanding growth and success.
Mentoring and coaching are only two of the resources that are available to those who strive to successfully achieve their career goals. The impact of a good mentoring partnership shows up in how much the individual grows as a person, develops their skills and competencies, and attains their career goals.
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About Phil Bohlender
Phil's corporate career has spanned over 40 years at 8 companies in two industries on five continents. As a result of his passion and enthusiasm for learning and sharing business best practices and inclusive leadership, he is a powerful and proficient contributor to organizational transformations. Phil’s career experiences, as an openly gay man, with multiple Fortune 100 Companies influenced him to become a Diversity, Equity, and Inclusion Advocate and Ally.
