The Cambridge English dictionary defines a mentor as a person who gives a younger or less experienced person help and advice over a period of time, especially at work or school. I prefer the Collins English dictionary approach because it is broader A person's mentor is someone who gives them help and advice over a period of time, especially help and advice related to their job.
It certainly used to be the case that mentoring was seen as a part of training new entrants to the professions. Thus, in the legal world a training principle would provide advice and support to a trainee, often sharing an office with them to impart knowledge and experience “by osmosis” as it were. Harder to do in these days of open plan offices and homeworking, but nevertheless an aspect of developing people at work as they start their careers.
However, I have come to realise over the years of professional life as a lawyer that mentoring is by no means confined to this training context. In fact, it is very different and much more far reaching. As professionals I think we tend to assume that once we have gained a reasonable amount of experience we can’t really learn from others anymore.
I suggest this is completely wrong. I recall the CEO of a very large UK IT company, who was extremely good at his job and quite inspirational to fellow senior managers, explaining how he used to regularly seek advice and guidance from another very experienced executive in a different industry. He said it gave him more balance and perspective. Heads of schools also benefit from having a mentor maybe from business who can help with their complex and demanding roles. As John C Maxwell the American author who writes about leadership commented The best way a mentor can prepare another leader is to expose him or her to other great people.
I have found personally even as a seasoned lawyer that seeking advice and support especially in times of challenges at work such as managing or dealing with expanding or contracting business (both demanding in different ways) is invaluable. It allows you to see that there may be another way of looking at things and helps take you out of the personal work bubble it is so easy to stay in.
See this Financial Times article about a mentor in the legal world Six rules for harnessing the power of a mentor which contains some good advice on the mentoring process. Also these Mentoring Guidelines from Manchester Metropolitan University are good commencing withMentoring is essentially about helping people to develop more effectively. It is a relationship designed to build confidence and support the mentee so they are able to take control of their own development and work and distinguishing the activity from training, teaching or coaching.
See also this Cambridge University advice on mentoring which contains a much more meaningful definitionMentoring is a system of semi-structured guidance whereby one person shares their knowledge, skills and experience to assist others to progress in their own lives and careers. Mentors need to be readily accessible and prepared to offer help as the need arises - within agreed bounds.
Steven Spielberg suggests The delicate balance of mentoring someone is not creating them in your own image, but giving them the opportunity to create themselves.
And none of this is new we just all learn it again. Benjamin Disraeli commented in the last century The greatest good you can do for another is not just to share your riches but to reveal to him his own.
There is a wise old Japanese proverb Better than a thousand days of diligent study is one day with a good mentor.
It certainly used to be the case that mentoring was seen as a part of training new entrants to the professions. Thus, in the legal world a training principle would provide advice and support to a trainee, often sharing an office with them to impart knowledge and experience “by osmosis” as it were. Harder to do in these days of open plan offices and homeworking, but nevertheless an aspect of developing people at work as they start their careers.
However, I have come to realise over the years of professional life as a lawyer that mentoring is by no means confined to this training context. In fact, it is very different and much more far reaching. As professionals I think we tend to assume that once we have gained a reasonable amount of experience we can’t really learn from others anymore.
I suggest this is completely wrong. I recall the CEO of a very large UK IT company, who was extremely good at his job and quite inspirational to fellow senior managers, explaining how he used to regularly seek advice and guidance from another very experienced executive in a different industry. He said it gave him more balance and perspective. Heads of schools also benefit from having a mentor maybe from business who can help with their complex and demanding roles. As John C Maxwell the American author who writes about leadership commented The best way a mentor can prepare another leader is to expose him or her to other great people.
I have found personally even as a seasoned lawyer that seeking advice and support especially in times of challenges at work such as managing or dealing with expanding or contracting business (both demanding in different ways) is invaluable. It allows you to see that there may be another way of looking at things and helps take you out of the personal work bubble it is so easy to stay in.
See this Financial Times article about a mentor in the legal world Six rules for harnessing the power of a mentor which contains some good advice on the mentoring process. Also these Mentoring Guidelines from Manchester Metropolitan University are good commencing withMentoring is essentially about helping people to develop more effectively. It is a relationship designed to build confidence and support the mentee so they are able to take control of their own development and work and distinguishing the activity from training, teaching or coaching.
See also this Cambridge University advice on mentoring which contains a much more meaningful definitionMentoring is a system of semi-structured guidance whereby one person shares their knowledge, skills and experience to assist others to progress in their own lives and careers. Mentors need to be readily accessible and prepared to offer help as the need arises - within agreed bounds.
Steven Spielberg suggests The delicate balance of mentoring someone is not creating them in your own image, but giving them the opportunity to create themselves.
And none of this is new we just all learn it again. Benjamin Disraeli commented in the last century The greatest good you can do for another is not just to share your riches but to reveal to him his own.
There is a wise old Japanese proverb Better than a thousand days of diligent study is one day with a good mentor.
RSS Feed
