Jones explains she naturally develops informal mentoring with her direct reports. “However, I distinguish between the traditional supervisory aspects of management and the development aspects, where I focus on investing in an individual personally.
“Across the organisation I work in, I have informal mentoring relationships with stakeholders in a variety of different functions where I assist them in identifying new ways to build empathy, collaborate, and experiment in order to solve problems.
“I believe in the power of storytelling and hearing diverse perspectives, so a large part of my team mentoring style involves regularly scheduled activities such as TED talk lunches, field trips, and subject-matter explorations. These always have some relevance to areas where development would be beneficial, and are designed to inspire, engage, and provide a platform for conversation, reflection and growth."
For Jones, a mentoring relationship never finishes but the nature of the relationship evolves to one of mutual interest and value.
“For example, a previous mentee and I are in different organisations and our relationship is now one of peers,” she says. “Her knowledge and experience has grown to the point that she is equally capable of providing insight.”
They recently attended a conference together and talked about what they were both doing in regards to mentoring their own teams.
“I believe that having someone you previously mentored, discussing their own mentoring initiatives, is the ultimate reward and payback for the time you have invested in them. It’s a ‘pay it forward’ type of thing,” says Jones. “You don’t want to just mentor people, you want to create future mentors."
Her advice for potential mentors? “Work with the person you are supporting as a partner, and strive to empower them to make their own decisions rather than relying on you for answers.”
“Grounding your approach by focusing on a Design Thinking mindset that encourages the person to have empathy for others and to consider differing perspectives will help them to let go of their own personal biases.
“These are useful precursors to reflective thinking, and will ultimately allow a person to remain open to ideas and options later on when they are problem solving. It will also equip them to be more effective collaborators.”
As your mentoring relationship evolves and you work through specific challenges, share real world stories and experiences, including past failures and what you learned from them, she says.
“Always work to instil confidence, even if it is the confidence to accept past failures and grow from them.”
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