By Dr. Ronald C. Johnson and Kevin A. Paul
School of Business at American Public University
Mentoring has played an important role in both of our careers. We wanted to share insights gained as well as some mentoring strategies.
Our First Experiences
Ron’s Story
My first mentoring experience took me completely by surprise. I was a senior non-commissioned officer in the United States Air Force and I was used to having relationships, both good and bad, with supervisors. I was under the leadership of Major Charlie Carr, a leader who truly cared for and mentored all personnel under his command.
I was called to my mentor’s office one week prior to leaving on a deployment to a war zone. He asked if I knew how close I was to obtaining an associate’s degree. I admitted that I had no idea: he let me know that I need 13 credit hours and that he expected me to take classes while deployed. So, at the age of 37, I took my first college course. Seven years later, I earned a Ph.D. from the University of Oklahoma. There is no doubt this would not have occurred without the mentoring provided by Major Carr.
Kevin’s Story
I was barely off the bus at my first United States Air Force duty station when I was introduced to my first mentor and Flight Chief, Master Sergeant Ronald Herman. He was a six foot two inch alpha-doggish former football player who demanded results. I was soon assigned as the communication security responsible officer, a job nobody else wanted.
Initially, I paid little attention to my duties, only addressing issues when prompted. This is where Master Sergeant Herman stepped in. He explained the importance of this duty that nobody wanted to do and how this was now my responsibility. He showed me how to do the job and was always there for guidance and motivation. I connected with the message and his leadership style, and soon the program earned an excellent rating in an important inspection. He provided me with my first and most important mentoring experience.
[Related: Mentoring Is a Path to Career Advancement]
What the Experts Say
Organizations establish standards, both written and unwritten, in order to transfer information and knowledge. Mentorship is something that good leaders do (Walters, McCabe, Kiellerup & Kiellerup, 2002), contains many moving parts (ACP, 2015), and takes many different forms. Characteristics of successful mentoring are clear and honest communication, realistic objectives, and a structured plan for success (ACP, 2015, para. 1).
Clear and honest communication is a two-way street; both the mentor and mentee must be open and honest about their expectations for the relationship. The mentee needs to express what he or she wants from the mentorship experience. The mentor must encourage the mentee, but also temper expectations. Some things are just not possible and the mentor needs to be forthcoming in what can and cannot be provided.
[Related: Be a Mentor, Find a Mentor]
Once expectations are settled, then a mentoring plan involving realistic objectives can be developed. Unrealistic and overly optimistic expectations can set up the mentoring relationship for failure. It is the mentor’s responsibility to share expertise in their particular profession in order to provide the help needed by the mentee.
Finally, a structured plan should outline the responsibilities of mentor and mentee. A mentoring action plan can have both short-term and long-term goals. An annual plan is a good idea with quarterly reviews to track progress. Sharing networking strategies, career development tips, and other relevant pieces of advice will only strengthen the relationship.
Mentorship is an art. It is something that benefits both parties. Following these steps can help you make your next mentorship experience rewarding.
References
American Corporate Partners. Mentoring tips. (Web log comments). Retrieved from: http://acp-usa.org/ACP_COMMUNITY/Mentoring_Tips
Waters, L., McCabe, M., Kiellerup, D., & Kiellerup, S. (2002). The role of formal mentoring on business success and self-esteem in participants of a new business start-up program. Journal of Business and Psychology, 17(1), 107-121.
About the Authors: Ronald Johnson is an Associate Professor for the School of Business at American Public University System. He is retired from the United States Air Force, and has been a professor at APUS since 2008. He earned his Ph.D. in Organizational Leadership from the University of Oklahoma and conducts research in the areas of Corporate Social Responsibility and mobile learning.
Kevin A. Paul Jr. is a graduate student of management at American Military University. He has a Bachelor of Arts in Intelligence Studies from American Military University. Kevin is a Senior Master Sergeant in the United States Air Force as an Intelligence Analyst. He is interested in studying organizational leadership, mentorship, team building, and appraisal and evaluation systems. In his spare time he enjoys playing and watching sports with his family.
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