How to Be a Better Mentor

By: Heath RowWed Dec 19, 2007 at 8:37 AM

Fast Company's readers' network embraces the idea of mentoring -- but finds that some relationship models work better than others. Listen in as Company of Friends members share what they've learned.

Pairing Mentors

Good mentoring relationships begin with good matches. To ensure productive mentoring projects, it's important to consider who is paired with whom as mentors. We talked about several corporate and cell experiences with pairing mentors.

Valeria Maltoni says that her employer, Destiny Web Solutions, is starting a pilot mentoring program in which managers volunteer as mentors.
Most of us agree that mentoring projects need to be relatively informal and unstructured -- otherwise they feel forced. To make an organic mentoring project, announce the idea, see who responds, perhaps find a volunteer to handle the logistics, provide a few possible formats, and let the mentoring happen. Then share the success stories and stumbling blocks with other participants so the group can help itself.
Valeria Maltoni says that actively trying to match mentor pairs didn't work in Philadelphia. People had common interests, but they didn't feel committed to meeting or developing an ongoing support relationship.
In San Diego, pairs were selected randomly. Eloy Maes says that some pairs worked well -- and that others did not. Both cases provided some surprises. Maes suggests that it's important to find out what people have to offer each other -- and pass on contacts to other cell members.
Dan Limbach suggests constructing a worksheet or form to match people based on goals and skills.
The cell in Washington, DC is automating its mentor-pairing process. If it works well, Larry Brown says that he'll share it with the rest of the CoF. Until then, the Peer Resources mentoring directory might prove useful. It even includes a mentoring test that gauges people's mentoring potential.

Other Aspects and Ideas

Mentoring is not necessarily a long-term engagement. Both the DC and San Diego cells have set up two- or three-month mentoring engagements. Larry Brown says that the group views those months as a trial period -- if the relationship is not working out, the pair can sever their connection. According to Eloy Maes, the San Diego cell found that two months is an ideal duration. Over the course of the year, you get to know more people better. If it makes sense to continue a mentoring relationship after a formal session ends, that will happen naturally. Check out Company of Mentors for more information on San Diego's approach to mentoring.
Cell coordinators consistently report that mentoring projects attract and involve people who are not actively involved in the cell. In DC, none of the people involved in the mentoring project come to regular cell meetings. The same is true in San Diego. People who haven't immersed themselves in the CoF might embrace a mentoring project because it holds a clear value proposition. Mentoring might help cells build toward the critical mass that they need to thrive.
Even though many cells are organizing mentoring projects at the local level, the CoF has tremendous potential for global mentoring as well. After tax season ends, Larry Brown is going to pilot a mentoring project for CoF coordinators and planning-team members. And Fast Company is considering building peer-to-peer mentoring into the CoF web globally. In a perfect future world, you'll be able to join a CoF-wide mentoring project and select whether you want a local mentor or a mentor outside your area, and Fast Company will help you facilitate that mentoring relationship online and offline.