Conclusions and Recommendations
INFORMATION WITHOUT RECOMMENDATIONS IS LIKE AN EMPTY BOX WRAPPED IN BEAUTIFUL PAPER, RIBBON AND BOWS.
Summary
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As we consider the future of leadership, mentoring has an opportunity to play an important role. Evidence is strong that people crave mentors in their lives. Yet, as noted in the literature reviewed, mentoring is not a simple format for increasing individual and business success. It is complex and has associated costs. As noted by Megginson, although mentoring appears to have beneficial consequences, there are clearly costs and risks. Accordingly, it would be prudent for those individuals with the potential to be involved in mentoring relationships and, for those implementing mentoring programs, to evaluate in the context of their particular organization whether the costs of mentoring outweigh the potential benefits. Individuals who are considering seeking out a mentor, or who are given the option of having a workplace mentor, would benefit from knowing what to consider before pursuing this course of action (Megginson, 2006).
Typically we think of the benefits of mentoring as being very individual in nature – affecting the mentor and mentee only. The positive emotions, attitudes, development, and performance outcomes experienced by mentees and mentors are of benefit to organizations too. High levels of organizational commitment and low turnover intentions among mentees and mentors reduce costs for organizations associated with recruiting, selection, and training (Megginson, 2006).
Those who engage in mentoring, or at a minimum have a desire to be mentored or deliver mentoring to another, need to recognize the commitment associated with mentoring. Throughout the literature review, whether talking of formal or informal mentoring, the message is clear that both participants need to invest in the process. When sincere interest in the other person is shown, along with a commitment to put in the work and time necessary, the results of mentoring can have tremendous impact.
Conclusions
Considering the primary research and literature review completed for this project, there are six primary conclusions that can be made:
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Individuals value what they receive from a mentor.
Trust plays a major role in establishing a successful mentoring relationship.
Sourcing a mentor is a significant challenge.
Organizations do little to help create and foster mentoring relationships.
Career timing and working conditions can amplify the need for mentors.
The greatest values people find from having a mentor are receiving guidance, helping build their confidence, receiving career advice, navigating internal company dynamics, opening new career opportunities, and providing perspective
Recommendations
Based on the conclusions that we have drawn from the research, the author makes three recommendations. These recommendations apply to all who influence mentoring relationships as part of successful leadership practices.
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Seek Out a Mentor
First, anyone with a desire to be mentored should seek out a mentor. As the research shows, sourcing a mentor is not an easy process. However, it is not impossible. Some suggestions to find a suitable mentor include, joining social media groups that include people in your same line of work; attending social events where you can meet accomplished people; engaging in workplace conversations with others about challenges and opportunities; and seeking guidance and advice from people you respect and admire.
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Employers Need to do More
Perhaps considering the selfish reason around employee retention, formal mentoring programs established by companies can be a differentiator toward attracting and retaining talent. Employees find value in having a mentor, but feel that their employer doesn't do much to facilitate those relationships. As companies do more on the mentoring front, their employees will benefit.
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Invest in the Mentoring Process
Some mentoring relationships start off well, but quickly fizzle and fade. Very often, this demise is because of the lack of investment into the relationship put forward by both the mentor and the mentee. Once a relationship is sourced, an investment needs to be made in both time and interest to ensure that the relationship flourishes.
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