9
OPINION
It’s true that mentor relationships aren’t easy to find time for, however, the potential they offer is enormous. A gameplan for successful mentoring
I n any field, training equips employees to perform the functions of their jobs, but a company can’t stop there if it hopes to have long-term success. To lay the groundwork for continued stability in leadership and performance, companies should actively seek out and support potential future leaders in the organization. An internal mentorship program that has buy-in from all levels of leadership is a strong place to start.
Duane Gaugler
MENTORSHIPS MATTER. A dictionary definition of mentorship is a relationship between two people where the person with more experience and knowledge in a certain field of life – professionally or personally – passes along what they have learned to a person who has less. It should be a close relationship of respect and shared goals for the future. If that sounds too philosophical to be an impactful business practice, consider that when implemented at a companywide level as part of advancement, training, and leadership, these partnerships can be a valuable tool for identifying and supporting the individuals who will lead the next generation of employees. YOU’RE HAPPY, I’M HAPPY, WE’RE ALL HAPPY. Why are mentorships so impactful? Simply put, everyone
benefits: mentor, mentee, and company. The mentor benefits from being recognized for their experience and leadership, and they ensure that the field they care about and its best practices are maintained. The mentee – in addition to being recognized as a strong team member and potential leader – receives not only a more in-depth understanding of their field, but of what it takes to serve in a leadership role, from managing direct reports to adhering to schedules to balancing the personalities of a given team. Meanwhile, the benefits for the company include lower turnover, higher job satisfaction, more efficient teams, and long-term stability among senior staff. LAY THE RIGHT FOUNDATIONS. Mentorship
See DUANE GAUGLER , page 10
THE ZWEIG LETTER JANUARY 20, 2025, ISSUE 1569
Made with FlippingBook flipbook maker