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By Everwise May 26, You just started work at a fast-paced, growing company. You run into a rising star in your field at several networking events. Would you still consider making the mentorship connection?
With Americans staying in the workforce longer, chances are you work with as many as five generations. Combine that with how frequently people change jobs and careers these days, and chances are you could end up being mentored by someone from a younger generation or mentoring someone from an older generation.
Younger mentors are often treated as something out of the norm, that should make both younger mentor and older mentee uncomfortable, or as a strange situation to be prodded, examined and made into comedy. We have an enduring cultural narrative where older, more experienced people impart wisdom to a younger, eager-eyed generation.
Younger workers should be grateful for the advice and stay quiet until they, too, have enough experience to turn around and mentor the next generation. In a world where younger generations lead companies changing the world, this narrative no longer plays out as expected. The stereotype damages the potential for different generations to learn enduring and important lessons from the experiences of others. By , five generations will be represented in the workplace.
The rise of technology and the need for all workers to constantly learn new skills and keep up is one of the best arguments for cultivating multi-generational mentorship.
As Piazza progressed in her career, she learned that her younger assistant editors, native users of social media and other technology, could be a bountiful source of professional knowledge. No longer do people need to work for many years to gain the skills to contribute in a meaningful way. So how can you embrace cross-generational mentorship? Think about setting up a classic reverse mentorship relationship not only to benefit from your mentees, but to also develop the next generation of leadership in your field.
Millennials now represent the largest generation in the workforce. Millennials passed Generation X in as the most populous generation in the workforce. To make the most of your management relationships, make sure to build collaborative relationships and practice active listening. You can also figure out what motivates each employee — a good lesson for management in general.
While motivations and working styles may differ between generations and life stages, regardless of age , taking the time to evaluate and study individual employees independent of their generation can give you more insights than painting them with a broad brush. Work to avoid reinforcing generation-based stereotypes. The first step to reap the benefits of a cross-generational career relationship could be to examine your own feelings and beliefs.
Older workers were disproportionately impacted by the recession and the swift rise of the technologies powering so many aspects of our work and personal lives. You may be feeling pressured to update your skills in unfamiliar disciplines. You may see your career path diverging sharply from what you expected or saw older generations modeling. If you seek out your mentors based on their accomplishments and ability to build genuine rapport with you, why should age matter?
A younger mentor can provide the same benefits as an older mentor. The classic reverse mentorship narrative usually has you teaching your older and more experienced colleague or manager about Twitter and Facebook, but you can look beyond that cliche to unearth real opportunities.
Look for ways to move beyond the technological divide when talking with your mentor. This can include talking about your experience as a younger person in the industry and ways you could see improving specific areas. Everwise connects employees with the people, resources and feedback they need to be more productive and successful at every stage of their career. Why it makes sense to seek out multi-generational mentors By , five generations will be represented in the workplace.
About the Author Everwise connects employees with the people, resources and feedback they need to be more productive and successful at every stage of their career.
Mentoring Bridging the skills gap with mentors By Everwise July 18, Mentoring Four reasons your emerging leaders need mentors By Everwise June 20,/p>
Find a Mentor Search for a Mentoring Program. Looking for a mentor? Here are some things a mentor might help a young person with: Making healthy choices in everyday life: Thinking through a problem at home or school. Distance 5 Miles 10 Miles 15 Miles 25 Miles.
Age of Youth Served All 7 and under Other. You're upgrading your subconscious belief system, altering your identity to match your goals, and increasing your commitment to your goals and the key relationships that will help you get there. It's not enough to just pay someone.
Money is only so valuable. And money isn't how you create deep and lasting connections. When you invest in a mentorshp, you need to take your focus off the money. You need to become deeply committed to helping them move the needle forward in their own life. That's how you get the most out of a mentorship or any other investment such as a mastermind group. When you invest in a relationship, then look for all the ways you can contribute to that relationship, magic happens.
If your mentor is great, then you shouldn't be mad to pay them. You should be happy to even be able to get access. However, access isn't what you should be looking for. Transformation and collaboration are. According to Harvard Psychologist, Robert Kegan, the highest level of conscious evolution is called, "the transforming-self," and it can only happen when two people come together-- both givers-- and seek 10X or X growth as the product of their partnership.
This is what Strategic Coach founder, Dan Sullivan, explains happens when two people going 10X in their "unique ability" combine forces to go X. It's what Stephen Covey calls synergy. This is what "craftsmen" do. When you get good at something, you develop confidence. When you develop confidence and skill, you become passionate about that thing. You want to do whatever you can to make your mentor's life better. Joe Polish, my key mentor, has a similar phase to Zig: Life gives to the giver and takes from the taker.
John Wooden, the famed basketball coach who won 10 national championships had a similar phrase: You can give without loving, but you can't love without giving. As stated previously, I've gone quite deep in a current and recent mentorship with Joe Polish, who also happens to be the founder of Genius Network and Genius Recovery. Importantly, Joe and I have a huge overlap in interests.
We're both fiercely passionate about and committed to entrepreneurship, personal growth, and changing the global conversation around addiction. At my first few meetings, I heard Joe talk a lot about the importance of being a "giver," and about how to create true "connections. For Joe, connection is everything. It's how you grow as a person. It's also the only way to overcome an addiction. You can't do it alone. You can't be transactional. You can't be a taker.
You can't win through silent battles or manipulation. At least, not in the long-run. According to Joe, in every social situation you are in, you are either attempting to escape or connect.
This matches psychological research that says all human behavior is either "approaching" or "avoiding" something. Since joining Genius Network, I've tried to add as much value to the group as a whole, and to Joe individually, as I could. First, when you decide to get mentored by someone, you need to fully embrace what they are teaching. You need to let their teaching transform you.
You need to have it change your behaviors and beliefs. Joe has changed my life. I've learned much more about how to be a giver and how to create genuine and "Genius" connections with his help. In order to perform your best, you must know how to get things done on the newest technology.
A technology mentor will help with technical breakdowns, advise on systems that may work better than what you're currently using, and coach you through new technology and how to best use it and implement it into your daily life.
These mentors are only examples. There can be many more different types of mentors. Look around your workplace, your life, and see who is an expert that you can learn something from. There are two broad types of mentoring relationships: While formal mentoring systems contain numerous structural and guidance elements, they still typically allow the mentor and mentee to have an active role in choosing who they want to work with. Formal mentoring programs which simply assign mentors to mentees without giving these individuals a say have not performed well.
Even though a mentor and a mentee may seem perfectly matched "on paper", in practice, they may have different working or learning styles. As such, giving the mentor and the mentee the opportunity to help select who they want to work with is a widely used approach. Informal mentoring occurs without the use of structured recruitment, mentor training and matching services.
Informal mentoring arrangements can develop naturally from business networking situations in which a more experienced individual meets a new employee, and the two strike up a rapport. In addition to these broad types, there are also peer, situational and supervisory mentoring relationships. Informal relationships develop on their own between partners.
Formal mentoring, on the other hand, refers to a structured process supported by the organization and addressed to target populations. Youth mentoring programs assist at-risk children or youth who lack role models and sponsors . In business, formal mentoring is part of talent management strategies which are used to groom key employees, newly hired graduates, high potential-employees and future leaders. The matching of mentor and mentee is often done by a mentoring coordinator, often with the help of a computerized database registry.
The use of the database helps to match up mentees with mentors who have the type of experience and qualifications they are seeking. There are formal mentoring programs that are values-oriented, while social mentoring and other types focus specifically on career development.
Some mentorship programs provide both social and vocational support. In Metizo created the first mentoring certification for companies and business schools in order to guarantee the integrity and effectiveness of formal mentoring. Certification is attributed jointly by the organization and an external expert. There are many kinds of mentoring relationships from school or community-based relationships to e-mentoring relationships.
These mentoring relationships vary  and can be influenced by the type of mentoring relationship that is in effect. That is whether it has come about as a formal or informal relationship. Also there are several models have been used to describe and examine the sub-relationships that can emerge.
For example, Buell describes how mentoring relationships can develop under a cloning model, nurturing model, friendship model and apprenticeship model. The cloning model is about the mentor trying to "produce a duplicate copy of him or her self. In the sub-groups of formal and informal mentoring relationships: However, one person may be more knowledgeable in a certain aspect or another, but they can help each other to progress in their work.
A lot of time, peer relationships provide a lot of support, empathy and advice because the situations are quite similar. Short-term relationships in which a person mentors for a specific purpose.
This could be a company bringing an expert in regarding social media, or internet safety. This expert can mentor employees to make them more knowledgeable about a specific topic or skill. This kind of mentoring has'go to' people who are supervisors.
These are people who have answers to many questions, and can advise to take the best plan of action. This can be a conflict of interest relationship because many supervisors do not feel comfortable also being a mentor. Participants from all levels of the organization propose and own a topic. They then meet in groups to discuss the topic, which motivates them to grow and become more knowledgeable.
Flash mentoring is ideal for job shadowing, reverse mentoring, and more. Creates a low-pressure environment for mentoring that focuses on single meetings rather than a traditional, long-term mentoring relationship. Meta-analysis of individual research studies found mentoring has significant behavioral, attitudinal, health-related, relational, motivational, and career benefits.
Originally, the concept of mentoring functions was developed based on qualitative research in a organizational context with functions being subsumed under two major factors: Especially in the workplace, there are also many benefits for an employer in developing a mentorship program for new and current employees.
Setting up a career development mentoring program for employees enables an organization to help junior employees to learn the skills and behaviours from senior employees that the junior employees need to advance to higher-responsibility positions.
This type of mentoring program can help to align organizational goals with employees' personal career goals of progressing within the organization. It gives employees the ability to advance professionally and learn more about their work.
This collaboration also gives employees a feeling of engagement with the organization, which can lead to better retention rates and increased employee satisfaction. The most talented employees in organizations tend to be difficult to retain, as they are usually seeking greater challenges and responsibilities, and they are likely to leave for a different organization if they do not feel that they are being given the opportunity to develop.
Top talent, whether in an innovation or management role, have incredible potential to make great things happen for an organization. Creating a mentoring program for high-potential employees that gives them one-on-one guidance from senior leaders can help to build the engagement of these talented employees, give them the opportunity to develop, and increase their retention in the organization.
One of the top ways to innovate is by bringing in new ideas from senior employees and leaders from underrepresented groups e. Who is an underrepresented group depends on the industry sector and country. In many Western countries, women and ethnic minorities are significantly underrepresented in executive positions and boards of directors. In some traditionally gender segregated occupations, such as education and nursing , however, women may be the dominant gender in the workforce. Mentors from underrepresented groups can empower employees from underrepresented groups to increase their confidence to take on higher-responsibility tasks and prepare for leadership roles.
By developing employees from diverse groups, this can give the organization access to new ideas, new ways of looking at problems, and new perspectives. This also brings cultural awareness and intercultural dialogue into the workplace.
While mentoring typically involves a more experienced, typically older employee or leader providing guidance to a younger employee, the opposite approach can also be used. In the s, with the rise of digital innovations, Internet applications and social media , in some cases, new, young employees are more familiar with these technologies than senior employees in the organizations.
The younger generations can help the older generations to expand and grow towards current trends. Everyone has something to bring to the table, this creates a "two way street" within companies where younger employees can see the larger picture, and senior employees can learn from young employees.
Employees must have a certain set of skills in order to accomplish the tasks at hand. Mentoring is a great approach to help employees get organized, and give them access to an expert that can give feedback, and help answer questions that they may not know where to find answers to.
Mentorship provides critical benefits to individuals as well as organizations. Although mentorship can be important for an individual's career advancement, in the United States it historically has been most apparent in relation to the advancement of women and minorities in the workplace. Until recent decades, American men in dominant ethnic groups gained most of the benefits of mentorship without consciously identifying it as an advancement strategy.
American women and minorities, in contrast, more pointedly identified and pursued mentorship in the second half of the twentieth century as they sought to achieve the professional success they had long been denied. In a study, Margaret Cussler showed that, for each female executive she interviewed who did not own her own company, "something—or someone—gave her a push up the ladder while others halted on a lower rung.
These publications noted the many specific benefits provided by mentorship, which included insider information, education, guidance, moral support, inspiration, sponsorship, an example to follow, protection, promotion, the ability to "bypass the hierarchy," the projection of the superior's "reflected power," access to otherwise invisible opportunities, and tutelage in corporate politics. This literature also showed the value of these benefits.
A Harvard Business Review survey of 1, top executives published in , for example, showed that most had been mentored or sponsored and that those who received such assistance reported higher income, a better education, a quicker path to achievement, and more job satisfaction than those who did not.
Research in the s, partly in response to a study by Daniel Levinson ,  led some women and African Americans to question whether the classic "white male" model was available or customary for people who are newcomers in traditionally white male organizations. In Edgar Schein described multiple roles for successful mentors. Matching individual and organizational needs He said that some of these roles require the teacher to be in a position of power such as "opener of doors, protector, sponsor and leader.
Capability frameworks encourage managers to mentor staff. A manager can mentor their own staff, but more likely will mentor staff in other parts of their organisation, staff in special programs such as graduate and leadership programs , staff in other organisations or members of professional associations.
Mentoring covers a range of roles. Articulating these roles is useful not only for understanding what role you play, but also for writing job applications. Demonstrating how you go about mentoring needs a language of behaviours. Two of Schein's students, Davis and Garrison, undertook to study successful leaders of both genders and at least two races. Their research presented evidence for the roles of: Mosaic mentoring is based on the concept that almost everyone can perform one or another function well for someone else — and also can learn along one of these lines from someone else.
If you have older children, you may be the perfect match for her. When I was a young mother with a month-old, my friend Julia — holding her newborn — asked me to be her mentor. Because of Joanna, I always assumed mentors had to be older than you. The first time I was ever a mentor was to a woman slightly younger than me, Leah Chernikoff. I hired Leah as an assistant editor at a start-up women’s magazine with . Watch Bare-assed Boys Banged in Turn by the Older Mentor gay video on xHamster - the ultimate archive of free Blowjob & Twink porn movies!