Recently I was asked if sponsorship was the new mentoring. My answer is an emphatic NO!

In my experience mentorship and sponsorship are very distinct. And I believe the most powerful mentoring includes sponsorship. While sponsorship can be a very successful stand alone strategy, it cannot and will never replace mentoring.

Effective mentoring is an interactive, dynamic and empowering relationship that improves the thinking of both partners. This allows them to grow, develop and advance together. They become fully accountable for the actions they take and learn from their mistakes, their triumphs and everything in-between. In successful partnerships both people understand their roles, trust each other, are willing to listen and try new things.

An effective mentor always remembers who you are when the going gets tough. They ask the hard questions that make you think more deeply and clearly. They cheer the loudest when you experience a breakthrough, take a step that seems impossible, or reach a goal so challenging there could be no certainty of accomplishment until it was achieved. Mentoring is all about helping you develop the skills and the kind of strategic thinking that experience teaches.

Sponsorship is all about opening doors to new opportunities. It is one of the greatest gifts a mentor can give. Mentors who sponsor their mentees share access to their own network, to people at different levels in the organization and to resources. Sponsorship when done well can lead to bigger assignments, honors and recognition, and at times, promotions. It lets your mentee know they are growing and learning, and just as importantly that you recognize their progress and value.

You may be more familiar with sponsorship as an on-boarding strategy for new hires. This is a very successful way of acculturating people into the organization so they become productive more quickly. Successful sponsorship relationships can also blossom to become life-long professional friendships. Casey Powell, former President and CEO Sequent, shared with me about how effective sponsorship for on-boarding new hires can be. It helped build a workforce of team players who genuinely cared about each other and the organization. Though Sequent was acquired by IBM in 1999, more than 1500 former Sequent employees have maintained professional relationships that were nurtured by their sponsorship program. They stay in touch via a LinkedIn Group.

When we provide staff training in the essential skills you need to succeed as an effective mentor and leader, we include sponsorship strategies and how to appropriately share your network.

If you’ve identified a need for strengthened leadership development programs for your employees or members, you could be considering a formal mentoring program. You know you have people who want mentors and you  have a group of more experienced people interested in being mentors. But, you also know being a mentor is not for everyone. Though your mentor candidates are willing – are they ready? Just because a person knows how to do something well and has years of experience doing it, doesn’t mean they have the skills to teach what they know.

For many people a mentoring session can become a game of Monkey See/Monkey Do: “This is the way I do this , it has always worked for me,  and this is how you should do it from now on.”

For others it becomes a trip down memory lane:  “Why, when I started in this industry, the computers still had green diode screens…”

Still others take on a Dear Abbey quality: “Now that I understand your problem, here is what you ought to do…”

These approaches do work in some instances, but they don’t  foster a culture of learning and open communication.  They don’t lead to the majority of people becoming proficient in breakthrough thinking and, ultimately causing increased productivity.  Rather, they can alienate the protégé/mentee, take too long to get to the point, and fail to produce lasting results.

What we have found to be useful in our programs, is to teach prospective mentors how to become keen observers, enhance their listening and emotional intelligence skills and for them to practice asking reflective questions that allow their protégés to dance with them toward insight and breakthrough.  These conversations can be so effective, that complex issues can be dealt with in just five to 15 minutes. Once learned in the context of the mentoring program, these skills will be useful for managers to use with all of their direct reports. Now that’s productive mentoring that leads a high return on investment.

The Original Mentor

Have you ever wondered where the word “mentor” comes from?

In Homer’s epic poem, The Iliad, Odysseus, the king of Ithaca, left home to join the Trojan War. He left his son, Telemachus, with his trusted friend Mentor. For 20 years Odysseus’ military campaign and protracted journey home kept him away from his son, beloved wife, and country. Then in The Odyssey, the king returns and finds his son a grown and mature man he can be proud to call his son and the next king. Mentor’s wise and careful tutelage made that possible.

Screeeeech!!! Stop the presses! Here’s the part of the story that rarely gets retold.

It turns out, writes Homer, that Mentor was not a very good guide at all. He was so deficient, that Pallas Athena, the goddess of wisdom, who loved Odysseus, his family and kingdom, was moved to intercede. She went to her father, Zeus, received permission to inhabit Mentor’s body, and guide Telemachus herself.

And THAT is why Homer’s Mentor has become synonymous with teaching, guiding, and coaching. What we learn from this parable is that mentoring does not come naturally, just because someone knows how to do something. We also learn that for a mentoring program to be successful buy-in from upper management (Zeus…it doesn’t get much higher) is essential.

A mentor is a person who serves as a role model for leadership, personal growth and professional development. An effective mentor works with his or her protégé to develop and nurture new ways of thinking and acting that lead to breakthrough performance.

Anyone who wants to can become a great mentor.

At Odyssey Mentoring, we lead our clients on a journey where mentors and protégés are partners. Each dedicated to giving and getting the most out of their mentoring program. Each committed to making it work and becoming the person they are meant to be. No divine intervention needed, just good solid program design and training to set a solid foundation.

We help mentoring partners develop the skills they need to nurture breakthrough thinking and productivity. These skills include understanding how people think, learning to ask reflective questions, becoming a keen observer of patterns, and learning to share your network.

“We make a living by what we get, we make a life by what we give.” – Winston Churchill

Developing Leaders With Professional Mentoring

“We cannot hold a torch to light another’s path without
brightening our own.”– Ben Sweetland

More than ever before organizations need to develop future leaders, managers and workers who can adapt to constant changes in the marketplace, competitive and environmental threats, and rapid advances in technology. Overloaded managers and flattened organizations mean there is no career ladder for young people to climb. An effective mentoring program provides the experience that climbing that ladder used to provide.

Mentoring is one of the most effective ways to ensure that once you’ve hired the best and the brightest, you retain them long past the training period. Mentoring enhances loyalty by placing high potential employees on the fast track with the extraordinary benefit of senior level guidance. Solid training ensures your mentoring program’s participants will be able to make the most of the relationship producing the highest possible level of results.

Professional associations that offer mentoring programs are providing a member benefit that sets them apart. Regardless of where members are employed, they can take advantage of this opportunity to grow and develop within their profession. Their mentors will be leaders in their respective fields, people they might never get to work with under any other circumstances.

“…we must become more capable of handling change than ever before if we are to survive and thrive in the twenty-first century.”– Alvin Toffler

Mentoring programs deliver three proven outcomes:

1. Research has shown that training improves productivity by an average of 22.3%. Training combined with effective professional mentoring improves productivity by 88% or more.

2. Protégés form stronger bonds with you and your company. That means you will be able to count on them during tough times.

3. Costly employee turnover will be reduced because employees will themselves as and integral part of the organization’s future. They will feel appreciated while they enhance their skills, develop their ability to step into senior roles and responsibilities and increase their confidence and sense of satisfaction with their job or career.

Unfortunately, nationwide, more than 90 percent of professional mentorship program participants when asked rated their programs to be ineffective. The primary reasons are a lack of training for mentors and a lack of structure for the overall program. Just because a person knows how to do something, doesn’t mean they know how to pass that knowledge along. In the most effective mentoring programs, mentors learn how to develop high-level thinking skills in another, how to overcome generational and cultural differences and how to effectively share their network with their protégé.