Mentoring is a process by which a wise and helpful guide or advisor uses past experiences to show another person how to avoid mistakes and help advance that individual’s career. A good mentor is part role model, storyteller, empathic listener and cheerleader. Like all good relationships, a mentor relationship requires two committed individuals to ensure its success.
Good mentors:
- Act as a sounding board to troubleshoot problems
- Advise and inspire
- Assist with practice management issues (i.e. billing, filing, conflicts checks, etc.)
- Provide feedback on work assignments
- Share information regarding unwritten rules of behavior
- Introduce mentees to internal/external clients
Good mentees:
- Produce excellent work product
- Display good work habits
- Are eager to learn
- Are receptive to criticism
- Take an active role in developing the relationship
- Take responsibility for their own career development
- Understand that mentors don’t solve all their problems but rather help plan and execute career goals, and offer guidance to navigate difficult situations
Clearly, a mentee benefits greatly from the relationship. But the mentor benefits greatly, too. As you advance in your career, additional responsibilities will require your immediate attention. With the same amount of hours in each day and multiplying responsibilities, you have to use every available resource to get all the work done. By establishing yourself as a “go to” mentor, you will ensure you always have a cadre of smart, motivated associates and staff at your disposal.
Learn From The Management Styles Of Others
Think beyond simply participating in your organization’s formal mentor program—though you should do that too! Incorporate mentoring into your evolving management style. Whether you are a first-year associate or a senior partner, it is in your self-serving interest to embrace a mentor mindset and:
- coach associates and staff by providing clear direction on how to accomplish tasks
- counsel associates and staff by identifying performance problems and developing action plans to correct behavior
- empower associates and staff by providing opportunities to learn, be recognized and increase their visibility within the organization.
Think about the people you enjoyed working with throughout your career and what kind of management style they displayed. Incorporate into your own style the strengths you see in others. Most people agree that good mentor/managers respect associates’ time, provide challenging assignments, give detailed instructions and offer meaningful feedback. They demonstrate a commitment to client service and continuing to learn the law. Successful mentor/managers lead by example and generously share the glory of a job well done.
Be Clear About Parameters
Strong mentors/managers always operate under the principal that you can never be too clear. For every deal, case or project these parameters should include stated:
• Goals and Objectives. Too many busy attorneys delegate under the command and control style of, “Do this because I said so.” They believe it will take too long to explain the details. However, if all team members, from administrative support to senior partner, understand the overall objective (which typically can be explained in three sentences and in less than 30 seconds) or how their segment of the project ties in to the overall goal, they will be more invested in the project and better serve the needs of the organization. Toward this end, communicate exactly what needs to be done in a clear effective manner, and indicate specifically what you want the associate to do. Be sure to confirm that the associate is clear about the assignment. You may want to ask, “Will you walk me through how you will proceed so I know that I have explained the assignment properly?”
• Operating Procedures. Let people know how you want information to be shared (e-mail, voicemail, meetings), who else is working on the project and any other specific details. Most importantly, let them know how best to approach you if they need clarification or further instruction. Do not allow yourself to become a choke point or source of frustration for your team.
• Specific Deadlines. “ASAP” is meaningless. So is “In a few days.” Try, instead, “I need it in an hour,” or “I need it Wednesday afternoon.” Leave no room for ambiguity. Setting specific deadlines and allowing your team to manage its own workload will ameliorate your constant need to hover and inquire, “Is it done yet?” to the relief of both you and your team members. It is equally important that you adhere to team deadlines. Again, if you become a choke point, you will frustrate your team.
• Expected performance standards. Even if you believe people should know what is expected of them, take the 10 seconds required to state the obvious. Remember, you can never be too clear. Also, it is important to hold yourself to the same high standards you set for your team. Lead by example. Avoid barking out orders while rushed. You need to provide others with an opportunity to absorb the information and ask questions. Avoid thinking out loud when giving instructions: it causes confusion. Finally, try not to over explain or talk down to people. They will start to believe that you think they are too dumb to get it right the first time—and people rise or fall to the level of expectation.
• Progress Reports. Provide on-going feedback to allow for corrections as the project progresses. Capture “teachable moments” along the way to strengthen your team. Investing in their career development is the best way to ensure your own success as a manager.
By developing a reputation as an effective mentor/manager dedicated to the career development of those junior to you, people will clamor to work on your projects. You will maximize your leverage and have the needed time to perform higher level tasks.
Mentees Need To Be Active
Solid mentor relationships evolve naturally. They may start out as part of a formal mentoring program or simply as a result of working closely together. Some will be short term; others will last a lifetime. You need mentors at every stage of your career, even as you mentor others. Think in terms of developing a Board of Advisors throughout the course of your professional life.
Being mentored is not a passive activity. Mentees must take an active role to ensure the relationship develops. A mentor can only offer guidance if he or she understands the mentee’s career objectives. Seek your mentor’s input as you develop your action plans; and ask for ideas, suggestions and course corrections to ensure the successful execution of the plan. Mentees should also consider what information, contacts or resources they have that might benefit their mentors and offer to share it.
Mentees should feel free to ask for what they need but understand they may not always get it. A mentor’s job is not to solve all of the mentee’s problems or to say what they want to hear. Sometimes, the most helpful thing a mentor/manager can tell a mentee is, “You are wrong,” or “You’re not ready.” A mentor/manager should not hesitate to provide sometimes hard- to-hear feedback. In the end, the mentee may decide not to heed the advice, but having the feedback will at least enable them to make an informed decision.
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