8 Qualities of Strong Mentors

Mentorship is a relationship that is created between an experienced professional and a less experienced mentee or protege. Its primary purpose is to build a support system that allows for the natural exchange of ideas, a forum for constructive advice, and a recipe for success.

Superior mentors possess most if not all of the following qualities:

Skilled and knowledgeable. Good mentors possess current and relevant knowledge, expertise, and/or skills.
Trust builder. The mentor establishes a high level of trust. He/she indicates that their relationship is about building capacity and offering support, not “zapping” the mentee for poor decisions or performances.
Active listener. A strong mentor knows how to listen. This includes using eyes and body posture to convey interest and attention. More about strong listening skills can be found here.

How to Coach Your Team to Success

One of the biggest challenges for leaders is to create and maintain the proper conditions for worker engagement and productivity. We know that if we are to maintain high levels of workplace output and morale we need to ensure that our employees feel valued and challenged. We also recognize that if we want to be able to respond to, if not stay in front of, marketplace change we need to develop workers who are comfortable thinking independently and contributing to the collective brain trust.

Too many leaders and managers, however, fail to achieve this because they do not understand how to motivate today’s workers or how to empower them to think and act independently and more positively.

In generations past people would be told what they needed to do from their earliest years. Parents would instruct children on how to behave at home and teachers would demand student compliance in school. Failure to obey would result in corporal punishment or other heavy handed responses. In the workplace, employees would be given orders and were required to dutifully implement them if they wanted to hold their positions for any meaningful duration.

But times have changed. As younger workers make their way into the workplace, they expect to play by a different set of rules. They want to be given the freedom to experiment, a voice with which to weigh in at staff meetings and the ability to pursue what they view as meaningful, engaging work. Anything less they view as limiting, which spells dissatisfaction and, for the most part, underperformance (if not outside job seeking).

Why and how leaders can monitor and review

As each project is unfolding, stay on top of things and correct or redirect when necessary. This motivates colleagues (who don’t feel abandoned) and helps you catch problems early on. Recognize key milestones, such as completed steps and sub-components, along the way. Obviously, inexperienced colleagues will need more direction, tighter controls and oversight than seasoned ones.

Build a Leadership Character

In contemporary contexts we have increasingly come to think of leaders as well-positioned people with strong connections. These men and women are in ample possession of intellect, charisma, power, and wealth. More often than not, we judge them (and, consequently, they judge themselves,) by what they have, or what they have been able to achieve in advancing their institution’s bottom line.

Be Prepared to Delegate

Delegation offers many benefits to managers, direct reports and organizations. And yet it remains one of the most misunderstood and underutilized techniques in leadership practice.

Leadership is Not Management

The terms leader and manager are often used interchangeably. But are they the same? Most leadership experts say “no.”

It’s All About Influence

By prioritizing the well-being of their people, exceptional organizations motivate their workers to give everything they’ve got to advance the organization. Peter Drucker once described it as, “lifting a person’s vision to high sights… raising… a person’s performance to a higher standard… (going) beyond its normal limitations.”

Leadership Matters More Than You Might Think

Perhaps more so than in any era of human history, modern society has placed a pronounced emphasis on the study of human leadership. Few foci have consumed the collective interest of university researchers, think tanks, executive coaches, corporate consultants, business magnates and internet bloggers more than identifying the special mix of qualities and actions that produce and sustain strong headship.

Moving Past Rejection to Redemption

The Jewish holiday of Passover commemorates the redemption of a band of Hebrew slaves from extended, torturous Egyptian bondage. Participants sit around a bedecked table as kings and queens, as they recall their ancestors' transition from servants to freedmen.

The Hebrews at that time experienced a sudden transformation from a state of perceived rejection (Is God ever going to take us out of here? Did He leave us here to rot as slaves forever?) to one of miraculous redemption, complete with supernatural miracles and newfound glory. If we are to take a stab at replicating that ancient experience we may wish to spend some time considering our own transitions from rejection to redemption.

We have all tasted the bitter pill of rejection. There was the time that we were not selected for the school performance or failed to make the basketball team. We know what it's like to be kept out of select social cliques or told "no" by the person with whom we sought a relationship. Not every school that we applied to accepted us; nor did every would-be employer. Perhaps we even had the misfortune of being rejected by an employer, or worse, a spouse or family member.

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