Monthly Archives: September 2007

What Do You Want When it Comes to Benefits?

When it comes to job satisfaction, benefits ranked second to compensation among employees recently polled by the Society for Human Resource Management. But, the meaning of “benefits” is broad, and what employers mean when they say “competitive benefits package” in a job listing isn’t universal.

Typically, a good benefits package will offer some type of health care program, along with a certain amount of paid leave. But beyond that, offerings vary widely. And these days, there are a lot of options employers can consider when creating a benefits package. Since benefits offerings cost a company money, most organizations simply can’t offer everything. But many are starting to think outside the box when it comes to creating a benefits package that will attract top talent.

So, imagine you are sitting in on a benefits meeting with your HR department or company owner. It’s your chance to chime in and offer your opinion on a new program, or to save one you already use and love. If you could talk to the decision-maker at your company, how would you answer the question below?

Making a Name for Yourself

Do you walk the halls of your workplace and feel invisible? Or, do you find yourself constantly struggling to climb the ladder within your organization? Trying to make a name for yourself can be a difficult journey, but by following these few tips, you just might be able to become the person that everyone says hello to in the hall and that co-workers come to for answers.

Be proactive in seeking success. Don’t wait for your boss to approach you to give you more work. Talk to your boss and let him or her know you want more responsibility. Schedule a one-on-one time with your supervisor to discuss career options and career development. Also, don’t wait for yearly reviews; try to meet with your boss several times throughout the year to discuss your progress.

Ask for a mentor. Mentors within the organization can help you better understand the culture in your workplace. They can assist you in your development and help you identify the areas where you have weaknesses. These individuals also know the inner workings of your organization and can help introduce you to the people that can help move you up within the company. To help you chose a mentor, check out So, You Want a Mentor.

Build a network with other departments. To help get you noticed within your organization, try developing personal relationships with other co-workers in different departments. Volunteer for special projects or extracurricular activities that your company sponsors to help you get to know other individuals in your company. You’re building your brand and if you can extend yourself beyond your department, you can develop relationships with others who can potentially push you further in your career.

Be prepared for performance reviews. Make sure you have your I’s dotted and your T’s crossed before you go in for your performance review. Your boss might not know all the intricate details of the projects you work on or how far you have come on your professional development. It’s your job to keep track of your progress and have documentation of everything that you have accomplished when asking for a raise or new title. For tips on how to prepare, check out Earn What You’re Worth.

Making a name for yourself and building your brand can help you stand out and show your boss the value you add to your organization.

5 Attributes for Protégés to Demonstrate

find a protegeIn season eight of Seinfeld, Jerry and George Costanza had the following exchange:

George: I still don’t understand this. Abby has a mentor?
Jerry: Yes. And the mentor advises the protégé.
George: Is there any money involved?
Jerry: No.
George: So what’s in it for the mentor?
Jerry: Respect, admiration, prestige.
George: Would the protégé pick up stuff for the mentor?
Jerry: I suppose if it was on the protégé’s way to the mentor, they might.
George: Laundry? Dry cleaning?
Jerry: It’s not a valet, it’s a protégé.

George was certainly not interested in being a mentor for the right reasons. Later on in the show, Jerry reluctantly mentors a fellow comedian. It was a bad match from the beginning, but part of the problem was the comic protégé did not know his roll. Just as there are Be-Attitudes for mentors, there are Be-attitudes for protégés.

• Be organized. Whether it’s your initial meeting with a mentor or your 15th, you need to have an agenda. You’re not just meeting to meet. This is a learning relationship. Be mindful of the mentor’s time. Don’t waste it by not being prepared. Ask what time is best for them and be flexible. Consider meeting before or after work, or during lunch. You are both setting time aside, so try to separate your mentoring sessions from the work day.

• Be eager to learn. As a protégé, consider yourself to be a ball of clay that is open to being molded and shaped over time. If you open your mind to learning, thinking differently and trying new things you might surprise yourself.

• Be receptive.  Accept honest feedback and view it as an opportunity to improve yourself. Be receptive to change and your mentor can help you grow professionally.

• Be trustworthy. Trust is something that is hard to earn and easy to lose. Set ground rules up front that what is discussed in mentoring sessions stays in mentoring sessions – it goes in the vault. That is, unless you need help outside of the mentoring session and you ask your mentor to intervene.

• Be open to new ideas. You’ll have the opportunity to see things through the eyes of others. You are looking for perspective, and by considering different ways of doing things you’ll grow exponentially.

Now, armed with this knowledge you are ready to seek out your mentor. Let me know how your journey goes.

9 Essential Qualities to Look for In a Mentor

“Always in motion is the future.”
– Yoda

Mentors are more than just advisors. They are guides that help protégés grow and develop. Mentors are valuable allies to have on your side. Let’s explore some of the best qualities to look for in a mentor.

Mentors should:

• Be available. The relationship between a mentor and protégé doesn’t occur immediately. It evolves over time. And time is something most people have in short supply. Mentors must be willing to spend time regularly with their protégé and have a desire to work with their protégé to plan strategically and to help build that individual’s career.

• Be willing to learn. An ideal mentoring relationship is really a partnership in which both parties learn from each other. The mentor brings knowledge and experience, but so too does the protégé. The mentor’s insights can help boost your skills, abilities and goals accomplishment. The younger protégé (or less experienced because mentors can be younger than their protégé) can provide a different perspective that an open-minded mentor can use to improve their workplace relationships.

• Be knowledgable. A mentor does not have to be an expert, but should be proficient with the political structure and operations of the company, the industry or your profession. You can benefit from a mentor’s cross-departmental relationships or industry contacts. A mentor with a broad-base of knowledge has more to offer and can add to your overall career development.

• Be a good listener. Listening is an important interpersonal skill and one that not everyone is proficient. The mentor should give their full attention to the protégé (and vice versa). Let the person finish speaking before you chime in. It is also important to ask questions. A mentor who is a good listener can ask probing questions to flesh out a clearer picture of what the protégé is presenting. This way the mentor acts as a sounding board who in turn can provide unbiased feedback.

• Be open-minded. By keeping an open mind, a mentor can help you develop a vision for the future based on their short- and long-term goals. Understanding the direction and expectations of the protégé will make charting the course a seamless process.

• Be a confidant. Everyone needs a safe place to safely open up, a place to work off frustration, anger, or apprehension without fear of retaliation. A safe harbor is created after there is mutual trust established in the relationship. In addition to listening, maintaining confidentiality and providing feedback are the key things you needs. Mentors should provide protégés with a shelter where thoughts can be voiced, emotions can run and ideas can be acted upon (or curbed). This sanctuary provides an environment suitable for you to learn control and coping techniques.

• Be challenging. Imagine taking a dog for a walk (I’m in no way comparing a protégé to a dog). You can walk a dog with no leash and the dog can run all over the place. You can also walk a dog on a three-foot leash and it will stay right by your side. Or you can walk a dog on a leash that allows it to walk from three feet to 15 feet away, but it can always get back to safety if danger threatens. Likewise, mentors can create situations or assign activities to protégés. This allows you to step out of your comfort zone and develop new ways of thinking or new skills. The safe environment is conducive to you gaining independence. If the project goes well, the protégé could earn credit and recognition and discover a new identity in the workplace.

• Be honest. When I was growing up my mother would tell me to “look in the mirror” when I was acting out. I didn’t get it until I became a parent. Explaining how others view the protégé is an important attribute of a mentor as well. Just like with parenting, sometimes mentors need to use tough love and say the things that you might not want to hear. The advice is offered in a mentoring relationship, so then you are less likely to get defensive because you know the mentor has your best interests at heart.

• Be a champion. If you have demonstrated that you are a solid performer, a mentor can be your best supporter – and defender. Mentors can help protégés transfer to other areas of the company when opportunities arise. If you misspeak at a meeting and something is taken out of context, the mentor can step in and stop the rumor mill.

You shouldn’t seek out a mentor that can only provide instruction. Instead, you should look to a mentor who can commit to an ongoing, developmental relationship that will foster trust and help build confidence in the workplace. Tomorrow, I will discuss the essential attributes for protégés.

Has your career been impacted by a mentor? If so, please add to my list of mentor attributes.

So, You Want a Mentor?

“Always two there are, no more, no less: a master and an apprentice.”
– Yoda

Two years ago I decided that I needed a mentor. I needed someone at my company to help shepherd me, to help me grow as a person and as a professional. I did not look to a boss or friends (co-workers) – I wanted my own Yoda.

I asked someone that I held in high esteem and who was well-respected in my company – an individual I thought I could learn a lot from. When I asked the question, “Would you consider being my mentor?” I was asked a question in return. My future mentor asked me what I was looking for in a mentor.

Fortunately I had answers to the question. I was looking for a mentor to help me develop my full potential. Specifically:

• Build my confidence and trust in myself
• Empower me to see what I could do
• Help me chart a path to career growth
• Challenge me
• Stimulate my learning with no pressure
• Share personal experiences
• Teach me something
• Explain things
• Offer a different perspective
• Listen, understand and be a confidant
• Help me identify and work with my strengths and weaknesses

Before you start making a short list of people you’d want to be your mentor, you need to conduct a self-exploration exercise. You need to determine what you’re looking for in a mentor. When you have fully acknowledged the areas you’re looking to develop, then you can go about finding the best person to make that happen.

Tomorrow, I will explore the top qualities of a good mentor.

Yoda: The Best Mentor Ever

Mentor Yoda“Help you I can, yes.”
– Yoda

In the original Star Wars trilogy, The Empire Strikes Back, Luke Skywalker decides that he needs help on his quest to become a Jedi knight. Luke needs guidance and training so he can unlock his true potential and master the Force.

Luke travels to an isolated, swamp-ridden planet, where he finds Yoda who helps Luke to learn and grow by facing his fears and building up his confidence. Yoda, a wise and trusted counselor, becomes Luke’s mentor.

Yoda played an important role in Luke’s life – he helped Luke grow as a person and served as his guide for his Jedi journey. Their relationship developed over time, and Luke reaped the rewards of Yoda’s wisdom and experience.

Yoda set difficult challenges for his protégé, and encouraged him to figure out ways to accomplish the tasks. That’s where a mentor differs from a boss or a friend.

A boss is focused on the job or task at hand. They will tell you how to do something or show you how to do it. A mentor helps you believe in yourself.

A friend will tell you the things you want to hear, while a mentor will tell you the things you need to hear. Yoda did not sugarcoat the truth. Instead, he voiced his concerns and feelings directly and openly.

A mentor can have a significant impact on your personal and professional development. This week I will explore different aspects of the mentor-protégé relationship. At the conclusion of the series, you should have a better understanding of the advantages of having a mentor. Stay tuned – and may the Force be with you.

Mentoring Can Be a Boost to Your Company

mentor career boost“Ecologists tell us that a tree planted in a clearing of an old forest will grow more successfully than one planted in an open field. The reason, it seems, is that the roots of the forest tree are able to follow the intricate pathways created by former trees and thus embed themselves more deeply. Similarly, human beings thrive best when we grow in the presence of those who have gone before. Our roots may not follow every available pathway, but we are able to become more fully ourselves because of the presence of others.”
– Lois J. Zachary, The Mentor’s Guide: Facilitating Effective Learning Relationships

Learning is the fundamental process in mentoring, so both parties – the mentor and the protégé – need to have a connection for meaningful learning to take place.

It’s also important for the mentor to demonstrate a genuine interest in the protégé. And a mentor has to have the desire to share their knowledge and experience. Their reward comes from seeing their protégé grow and develop under their tutelage. As the protégé gains experience and standing in the company, the success of the protégé will naturally be reflected on the mentor.

But above all, there is genuine satisfaction of playing a pivotal role in another individual’s success. The mentor’s vision and values will be a part of the protégé for the remainder of their career.

Meaningful learning will have a profound effect on the mentor, the protégé, and quite possibly the company as a whole. According to Dr. Zachary, mentoring can:

• Help retain the next generation of leaders
• Improve leadership and managerial skills
• Develop new leaders
• Enhance career development
• Place individuals with higher potential on the fast track professionally

Strong mentoring relationships are positively associated with career satisfaction and employee retention. And people who have mentors are more confident, enthusiastic and successful in their jobs.

Does your company have a formal mentoring program? How has it benefited you?