Quels sont les modèles de mentorat les plus efficaces pour les talents issus de la diversité ?

Formal mentoring begins in college for some of us. Professors engage and inspire and guide. Then at work we get assigned mentors and long after a formal process is over, the relationship continues, over decades. It works in some family run businesses when older family members take younger people under the wing. Formal mentoring fails in some cases - reasons for which are: 1. Not enough time spent building rapport and trust 2. The mentor is too focused on their own career and role and finds no time for mentoring 3. The mentee is unable to relate or respect the mentor 4. The mentor does not fine tune the interactions around the context of the mentee 5. The Mentor does not role model what the mentee is looking for.

I believe that a mentoring tool that works superbly is an informal mentoring process of scaffolding the mentee through a battery of experiences to ascertain areas that require sharpening and grooming. By using a ladder system or various techniques resembling battery of cells will earn the confidence of the mentee. This will make interaction spontaneous and explorative. Simplicity in transfer of skills reaps greater rewards mutually for the mentor and mentee.

Un proceso formal de mentoring es a mi juicio una gran oportunidad de desarrollo para los dos, el objetivo esencial es invitar al mentor a promover y acelerar el readiness del desarrollo del mentee, con el fin de que pueda expandir sus posibilidades de desarrollo y crecimiento hacia roles de mas complejidad. El mentoring para el mentee en cambio permite potencializar sus competencias, fomenta la autoreflexion, expande su networking y por supuesto ambos pueden aprender y crecer. Dos reglas del mentoring vitales para el mentor: Escuchar activamente y Hacer buenas preguntas. Y dos reglas para el mentee: Define tu motivación y objetivos a lograr y lleva esas ideas a tus primeras sesiones para definir tu plan de desarrollo.

Formal mentoring is like having a structured roadmap for a journey. In this model, there is a deliberate and organized pairing of a mentor and a mentee. It's akin to planning a detailed itinerary for the trip, with specific goals, timelines, and expectations. This approach is effective for diverse talent because it provides a clear framework for learning and development. Formal mentoring programs often involve training sessions, regular check-ins, and defined objectives, ensuring that mentees receive guidance in a systematic manner. It's like having a well-organized travel plan, making the mentoring journey purposeful and impactful for individuals from diverse backgrounds.

For Addressing diverse talents, Formal mentoring may not be suitable as they may vary in their approach initially. When the diverse talents are inclusive in the organisation as part of the cosmos, they can be counselled in the formal mentorship. Till they cherish as a part of inclusion, mentorship can be through formal or informal depending on the need of the situation and the objectives. Peer mentorship will also be beneficial while learning can take place both by the mentor and mentee.

Mentoring in a business setting is often haphazard and unplanned. In some cases a mentor receives additional dollars or incentives for undertaking that duty. Make sure whomever you've assign the mentoring task to is not accepting merely for the remuneration. Mentoring must be administered by a well qualified and readily accessible employee. Simply because Mary isn't busy currently doesn't qualify her as the best person to mentor. Unfortunately that's often the way mentoring assignments come about. The right person to mentor is a well qualified employee who enjoys mentoring, and doesn't lose sight of their own tasks.

Formales Mentoring hat darüber hinaus den Vorteil, dass die Rollen innerhalb des Mentoring-Prozesses klar beschrieben sind. Falschen, unrealistischen und überhöhten Erwartungen kann somit vorgebeugt werden.

A few ideas on how to compel diverse talent to become mentees and seek guidance from experienced role models, consider implementing the following strategies: 1. Communicate Benefits 2. Showcase Success Stories 3. Highlight Inclusivity 4. Offer Tailored Support 5. Promote Professional Development 6. Create a Safe ad Inclusive Environment 7. Provide Mentor Matching Options 8. Offer mentorship Training 9. Collaborate with Employee Resource Groups 10. Recognize and Celebrate Success By employing these strategies you can create a compelling case for diverse talent to engage as mentees, fostering a culture of mentorship that is inclusive, supportive, and conducive to professional growth.

I think formal mentoring is good for diverse talent. In formal mentoring we put an effort in identifying the potential and needs of the mentee with what a mentor can offer. Ideally I like to match mentor and mentees cross-functionally. That endures it doesn’t become a performance evaluation process.

Formal mentoring involves a structured professional alliance, where an experienced individual provides guidance and support to a less experienced counterpart. As someone who engages in formal mentoring, I follow predefined guidelines established before our partnership begins. These guidelines ensure a focused and purposeful mentoring experience, facilitating skill development, career growth, and effective knowledge transfer. Through regular meetings and collaborative goal-setting, this approach provides a clear framework for mentees to navigate their professional journey with the guidance of a seasoned mentor.

Informal mentoring flourishes naturally, emerging spontaneously in various settings without formal labeling. Despite lacking formal HR oversight, it's not without structure; clear goals are pursued adaptively. Usually its strength lies in evolving through shared experiences and mutual respect, rather than rigid programs. Such mentoring works well when contracted upfront as kind assistance in one's growth in a role or progress in a specific assignment. Success is seen in mentees' long-term development, guided by mentors offering role-specific insights and advice. Such an experience has for many individuals a retention value increasing their loyalty to the organisation.

Informal mentoring is like exploring a new city without a strict schedule – it's spontaneous, flexible, and based on natural connections. In this model, mentoring relationships develop organically, often through day-to-day interactions and shared experiences. It's similar to discovering hidden gems in a city as you go along. Informal mentoring is effective for diverse talent because it allows for authentic connections to form. These relationships often evolve naturally, fostering trust and understanding. It's like navigating the mentoring journey with a sense of freedom, enabling mentees to explore their unique paths with guidance from experienced mentors who appreciate and celebrate diversity.

Informal mentoring can be brief, spontaneous and is enjoyed by people who are open and who ask for opinions, views of others. I have had occasions when after completing a meeting or a task with someone, that I have asked about their interests / expertise and found opportunities to ask them questions and opinions. And they have been kind to sit down and do a brief master class/ mentoring dialogue which was an unexpected gift.

Informal mentoring can be followed only when the mentee is not prepared to share his issues and communicate what has happened to him. In that situation mentor can use his counselling skills to encourage him to speak first and later on developing a friendly relations , a mentor can establish informal mentoring which will a great success.

I am a big fan of a blended model of informal & formal mentoring- tilted towards informal. Because a prolific climate needs to be created for the mentor-mentee relationship to fully realise its potential. And that often happens when the mentor uses their experience to pave the way for good conversations to occur so the mentee can blossom &, grow & gain for the relationship.

Informal mentoring relationships develop naturally and relationally at work. Typically, an employee will find a leader they want to learn from or become and ask for the mentorship. This process is driven by the mentee which form a strong intrinsic motivation to both the mentoring and growth. Informal mentoring involves a higher level of personalization and deeper communication.

In my experience social capital, comprising networks and relationships, proves invaluable for diverse talent. It bridges access gaps, offering opportunities, resources, and information beyond formal channels. Diverse individuals often encounter barriers in traditional networks, making social capital crucial for visibility and opportunities. Additionally, it facilitates career development through mentorship, guidance, and support, helping navigate industry complexities. The sense of belonging and inclusion fostered by diverse connections enhances professional integration. In essence, social capital acts as a vital resource, providing access, support, and inclusivity for diverse talent in their personal and professional journeys.

Informal mentoring that happens at the moment can be a wonderful learning experience. However one must be careful. Informal mentorship does not come with a structure that formal mentoring does and here you risk losing focus on- 1. The key topic 2. Follow-through actions 3. Appear unprepared due to the spontaneity of the interaction. I have overcome these limitations by: a. Asking a clarifying question when faced with an impromptu request. b. Request the mentee to follow up with a more structured connection at a later date. c. Ask the mentee to email me the deeper asks for a later connect.

As a seasoned coach I find informal mentoring thrives on the natural connection between mentees and mentors, building a trusting relationship rooted in shared values. Its flexibility allows for personalized advice, making it a valuable resource for diverse talent seeking tailored guidance and a more relaxed mentorship dynamic. This approach not only aids in exploring various perspectives and opportunities but also plays a pivotal role in building social capital and expanding networks, especially beneficial for those facing visibility challenges in accessing influential individuals or resources.

Para que un proceso de mentoring sea nutrido posiblemente el mentor tenga que tener al menos dos niveles por encima del mentee en el rol actual, entonces si bien el proceso es orgánico y es positivo ante la curiosidad y búsqueda de información y de vías de desarrollo del posible mentee puede tener el riesgo de no ser medible al no tener foco y estructura. Me parece interesante desde el aprendizaje de ciertas experiencias puntuales, habría que revisar cuál es el objetivo a alcanzar con el mentee.

El peer mentoring es fabuloso, permite desarrollar el potencial a través de la transferencia de conocimiento basada en la experiencia. Ambos comparten la responsabilidad y deben apoyarse mutuamente para lograr los objetivos de aprendizaje. En mi experiencia el peer mentoring se acciona con 3 palancas vitales: 1. La conversación: en donde se escucha, indaga, se desarrolla empatía, cada uno se expande para salir de su mundo y conectarse con el otro, y ver cosas que quizás no estoy viendo. 2. Modelar e inspirar al otro. 3. Entrenamiento e incorporación de los aprendizajes recojidos en cada conversación.

Peer mentoring lets you learn from others' ideas, experiences, beliefs, and cultures. Surrounding yourself with a diverse team of mentors enables you to acquire insights into perspectives and ideas you otherwise would not have had exposure to. A growth mentality and being open-minded makes you a more diverse leader.

Getting respect from peers and regularly exchanging notes is key. In a 360 degree feedback, peer feedback is normally quite sharp. When a peer (potential competitor) engages, respects and adds value to you, you learn how to pace yourself. It keeps you humble. It sharpens your resolve to learn and read more. It opens up possibilities. It gives you an opportunity to 'pay it forward and not keep count.'

Junior-Senior Exchange: Encouraging the exchange of knowledge and perspectives between individuals of different experience levels, where the mentee also provides insights to the mentor.

In my experience a few tips on how to encourage diverse talent to challenge each other and share best practices are: 1. Foster an inclusive environment. 2. Encourage open communication for diverse perspectives. 3. Recognize and celebrate contributions from all team members. 4. Implement mentorship programs for knowledge exchange. 5. Promote cross-functional collaboration to break down silos. 6. Create forums for sharing experiences and insights. 7. Provide unconscious bias training. 8. Lead with openness to diverse perspectives at all levels. 9. Conduct team-building activities for trust and camaraderie. 10. Regularly review and adapt practices for evolving workforce needs.

Peer mentoring is a collaborative and mutually beneficial relationship where colleagues support each other's growth and development. In my role as a peer mentor, I assume the dual position of a colleague and mentor, blending a supportive, friendly dynamic with a focus on the individual's best interests. This approach fosters open communication, shared learning, and a sense of camaraderie, creating an environment where both mentor and mentee can thrive together.

Peer mentoring is the need of the day, but to follow there needs to be a protocol. There must be free flow of communication with perfect understanding with the peer colleagues . Secondly their expertise and experience must be in the same field. Thirdly each one may have undergone different experience, when each Individual start sharing their practices , that experience of hearing becomes a strong learning for each other. This way the peer mentoring can be successful. This learning practices among the peers can be a continuous at frequent Intervals.

Reverse mentoring is an excellent way for leaders to gain insights from a vantage point they don’t have. I’ve seen it have a great impact on helping shape leaders understand is issues their organization is facing.

Peer Leaders in 360 reviews tend to be least aware of what their peers actually do day to day. So Peer to Peer Mentoring may create stronger bonds, greater awareness, fresh perspective and build a “tribe” of leaders.

I often suggest reverse mentoring with clients. It’s a frequently overlooked great way to build the team and gain knowledge. The learning inherently becomes a “two way “ process and everyone benefits. And within the process a stronger team results.

Reverse mentoring is a great way to create diversity of thought in your organization. Matching diverse, junior mentees with senior leaders so that they can both learn from each other can revitalize your mission and your teams. If it’s done with a genuine openness to learn and consider new perspectives, it can lead to creativity and innovation for experienced leaders and be affirming and motivating for less experienced talent. It’s also fairly easy and cost effective to implement.

In diverse workplaces, reverse mentoring is about learning from each other in a straightforward way. When setting goals with your mentor, consider different perspectives. Honest feedback is crucial for mutual growth. Reverse mentoring is like having a mentor who brings fresh insights. Facing challenges together and recognizing each other's strengths creates a positive dynamic. Tailoring strategies to fit the partnership helps both sides learn. It's all about embracing differences and making sure both mentor and mentee feel supported and included.

Reverse mentoring can be applied to Diverse talents as Individuals who will be mentors or mentees will be of different ages and experiences. This type of mentoring can be applied where the situations warrants different functioning by different categories of people. This kind of mentoring can be done in different ways exposing to suitable models based on the mentor and mentee ability in learning and development.

Reverse mentoring is a powerful model that allows junior employees to mentor senior employees, especially for nurturing diverse talent. This approach is particularly effective in promoting diversity and inclusion, as it leverages the unique perspectives and skills of younger or less experienced employees who are often more familiar with new technologies and contemporary social issues. By embracing this model, experienced managers can learn from their junior colleagues, incorporating fresh and diverse viewpoints into their leadership strategies. This intergenerational exchange enriches both mentors and mentees, creating a more inclusive and dynamic workplace culture.

In my experience, multiple mentoring models requires careful planning and implementation. Here are some strategies to help achieve this: 1. Define Clear Objectives 2. Promote Inclusivity 3. Offer Different Mentoring Models 4. Match Mentors and Mentees Thoughtfully 5. Provide Training for Mentors and Mentees 6. Flexible Structure 7. Utilize Technology 8. Create a Supportive Community 9. Regularly Evaluate and Improve 10. Promote Visibility and Recognition 11. Partner with Employee Resource Groups 12. Leadership Support It is possible to create a mentoring program that attracts diverse talent and provides tailored support for different learning and development needs at various career stages.

Reverse mentoring can work wonders, specially to tap in to a diverse pool of talent. The backgrounds, skills and strengths can vary significantly in cross-generational teams. In such cases pairing to leverage the different strengths can help both the mentors and mentees. Given the speed of changes and technological advancements, the reverse mentoring can bring the new skills in for mentors. While the more experienced mentors can share cultural nuances and rich experiential knowledge with the mentees.

Reverse Mentoring versteht den Lern- & Entwicklungsprozess als ein gegenseitiges Geben und Nehmen und kann somit ein starken Einfluss auf die Unternehmenskultur nehmen. Der Wert von Kompetenzen, Fähigkeiten und Erfahrungen wird nicht an einen bestimmten Titel oder ein Hierarchielevel geknüpft. Vielmehr wird die Botschaft in die Organisation hineingebracht: „Wir alle können voneinander lernen und profitieren.“ Und das wiederum ist ein tolles, motivierendes & wertschätzendes Signal an eine vielfältige Belegschaft.

We all know people who are 4-5 years older and successful and people 4-5 junior who are really acing it. Having mentors from both categories is a great way to stay sharp and current and be prepared about what to expect. Mentoring is not about being effective at work, but also navigating life stages, questions and doubts that arise periodically. By having one's own personal board of mentors, you can achieve wonders. So a board may look like this : 1 senior you look upto, one professional in an adjacent industry, one Academician, one professional e.g. Doctor/ CA, one junior, one from a large well established organization, 1 from a small start up. You engage with them 4-5 times a year and you have an alternative world view.

Mentorship can be extremely specific. Don’t feel the pressure to have a mentor, mentor you in every area of life. If this potential mentor has skills or desired strengths in specific focus areas, receive mentoring in those areas.

While mentoring, the focus should be on mentee. Encourage mentee to ask questions. Make them comfortable, that icebreaking should happen at the early stage of mentoring. Move their curiosity level high. If they are confused, then help them with appropriate questions to lead to exploring what they are best at. I normally document my stuff on what we discussed during the meeting. Also, I ask the mentee to send the MoM, so that we track what we discussed and promised to do, or the next action plan, and track it and trace it. This helps to take a step by step approach to any action or project taken to accomplish it.

Group mentoring involves one experienced mentor guiding a number of mentees. This model fosters a dynamic learning environment where mentees benefit not only from the mentor's expertise but also from shared experiences and diverse perspectives within the group. A technology mentor overseeing a group of developers sharing best practices and exploring new technologies is an example of a peer learning group in action.

With the increasing importance of coaching, mentoring has got another dimension - a more proactive way of leading and following. We might be seeing most of these learning relationships too explicitly. Like there is a huge difference... I see mentoring more as a 'natural & spontaneous' way of guiding individuals with no clear structure and goal. When you structure mentoring with some phases and goals, you already fit the coaching shoes. There are so many different approaches that enable experience transfer, but mentoring isn't the best choice in the era of diversity and human rights. I would rather have more clear roles and boundaries when leading individual in the process of growth.

In responding to this article, I'm bothered by the title 'how to mentor diverse talent'. It doesn't say team, or group of people, so ... it seems the request is to help a person from a traditionally well-represented group on how they might mentor someone from a group that has been historically underserved. My advice is to the mentees - A good mentor is someone that you can trust to have your best interests in mind. This is a person that is supposed to speak up for you when you are not in the room. Your mentor should have the skillset that can help you reach new heights. They will be measured, in formal programs, on whether you perform. Do not underestimate the value you bring to them, and be selective. Good luck.

The "Circle Mentoring" model is a unique approach for diverse talent, bringing together individuals with varied backgrounds and experiences in a collaborative learning environment. This inclusive model encourages peer mentoring, collective learning, and networking opportunities, fostering a sense of community among participants. With its flexibility and focus on skill-building workshops, Circle Mentoring provides an accessible and holistic approach to professional development for a diverse range of individuals.

To encourage diverse talent to become mentees involves creating an inclusive and supportive environment that recognizes and values their unique perspectives. Another strategy to consider to compel diverse talent to engage in mentoring relationships is to emphasize benefits. Two ways to do this is to clearly communicate the benefits of mentorship, such as skill development, career advancement, and personal growth. Another is to highlight success stories of individuals who have benefitted from mentoring, especially those from diverse backgrounds.

Everyone, including you and me, has more potential than he has unlocked so far and there is a gap between the potential successful you and the present you. This is important to identify the gap between the potential and the present reality and help the mentees to bridge that gap. Context might be different from one person to another. For example, for some people, this context might be finance, for some relationships, for some wealth creation, and for some totally different. My take is that helping the mentees to bridge the gap is essential.

I'm not sure why this article is asking for us to contribute a perspective on mentoring to an executive coaching article. These are two very different domains and often get confused.