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The word is out that your organization will soon be introducing a mentor program to develop high potential employees. The CEO has taken an active interest in this program and there will be a fair amount of visibility for those selected as mentors. You would like to throw your hat in the ring, but are not sure what being a mentor entails.

In my work, I am often asked to help organizations develop mentor programs. I have discovered certain characteristics among people who do well as mentors. Keep in mind that the three other characteristics used for comparison purposes are not necessarily bad, they just don't work well in the mentor role. As one executive pointed out to me recently, "Some of these characteristics are just what are needed in a turn-around situation or in reaching ambitious product development goals." Before you decide to be a mentor, read the following three key mentor characteristics and decide how well you measure up.

1. Supportive vs. Competitive

   If you hate to lose at anything, including checkers with your children, then you probably are not well suited to be a mentor. Successful mentors find it very natural to be supportive and don't lose sleep over minor defeats. These individuals encourage people to go for the brass ring and take great pleasure from watching their protégés succeed. Being "number one" is generally not a high priority for successful mentors. In most cases, they have already achieved considerable success and are now focusing on helping others reach the top.

2. Empathic vs. Self-Focused

   Being ambitious is a positive trait that our culture encourages and rewards. I would argue that successful mentors are generally not at the extreme end of the ambition spectrum. If you are highly focused on a precise time-line for your career, then mentoring may cause you to become frustrated. Mentors who do well are "other focused." They give generously of their time to less experienced employees. During conversations with these individuals, people often feel that they have the mentor's undivided attention.

3. Accepting vs. Judging

   Successful mentors are not easily irritated by the idiosyncrasies and foibles of other people. They tend to focus on individual strengths and to have a "live and let live" philosophy. Managers who frequently feel compelled to change the behavior of others will find that this trait will quickly undermine the mentor relationship. However, if you genuinely believe that people are responsible for managing their careers and that there are many ways to achieve success, then mentoring will be a good fit for you. People are drawn to those who accept them, even with all their shortcomings.

Being supportive, empathic and accepting are not traits commonly thought of as criteria for the boardroom. They are, however, key factors in every successful mentor relationship. Much to the surprise of many mentors, these characteristics often become valuable additions to their management repertoire long after their role of mentor is over. Not only has the protégé or mentee benefited from the development experience, but the mentor often has grown as well.

How do you measure up? Is mentoring something that makes sense for you or should you pass? The choice is yours.

I'm interested in your success. If I can answer any questions related to this article or if you have a comment about the article, please let me know at .

Related Reading:
How Will You Provide Leaders for The Future?
How Mentoring Can Accelerate Leadership Development

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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