Mentoring: Part I

Mentoring (Part I): Is it for You?
Contributed by Martin E. Murphy, CPCU and Barbara Taylor, CPCU and Jane Lowenstein of Janbara & Associates

Considering participating in a mentorship relationship? This popular route for development is showing up in a growing number of insurance firms. It's a powerful tool for enhancing personal and professional development. As a seasoned CPCU, do you have what it takes to be a mentor? If you're a new CPCU, could you benefit as a mentee? Read on to learn if mentoring could be advantageous for your career path.

What is mentoring?
Mentoring is a reciprocal learning relationship between two people (the mentor and the mentee), who are working collaboratively towards developing the mentee's skills, abilities, knowledge and thought process. Mentorships focus on the mentee and the issues and concerns that arise from his or her day-to-day professional activities. Typically, mentorships have a degree of informality; the mentor acts as a friend and colleague who can be relied upon for advice and support. It is a great way for less experienced employees to connect with company leaders who are not their managers, to gain valuable insight into their industries and careers.

What mentoring is not: Mentoring is not a remedial program for employees who have fallen behind. It is not a way to manage performance or a way for employees to directly get promoted by gaining visibility.

What makes an effective mentor?
An effective mentor exemplifies the following traits and characteristics:

Is respected by colleagues as someone who exemplifies high professional standards and serves as a role model

Possesses a strong knowledge of the formal and informal ways in which the industry works

Has ability to tap into a strong network of colleagues

Is regarded by colleagues as highly competent, in terms of both knowledge and expertise

Has good interpersonal skills; including the ability to listen to questions in a sensitive manner and respond thoughtfully and flexibly

Is adept at motivating, encouraging and providing feedback

Is willing to aid someone else's professional development

Is ready to commit the time and effort required to make a mentoring relationship successful

Role of the mentor
The mentor serves as an experienced industry resource to the mentee. First and foremost, the mentor must be fully committed to the time and effort necessary to maintain the mentorship process. The mentor should serve as a sounding board for the mentee, offering an impartial, non-judgmental perspective. He or she should help the mentee focus thoughts and ideas, as well as share his or her own past experiences. It is the mentor's place to advise and discuss without interfering. It is not the mentor's place to solve problems for the mentee or tell the mentee what to do.

Role of the mentee
The mentee is responsible for driving the mentoring relationship. Like the mentor, the mentee must be fully committed to the process. It is the mentee's responsibility to request and arrange meetings with the mentor. Additionally, the mentee must be open to feedback and advice, yet must not expect the mentor to solve his or her problems.

If the idea of a mentorship interests you and you're ready to begin your relationship, be on the look out for Mentoring Part II for more tips on how to make the most out of your mentoring relationships.