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I disagree, in that you sometimes you do need to get the person to see things your way. As a mentor you should provide / present options. Failure is a powerfu
by angryasian 5y ago
I disagree, in that you sometimes you do need to get the person to see things your way. As a mentor you should provide / present options. Failure is a powerful lesson, but being able to learn without failure is just is the same outcome.
- eatonphil 5y agoI didn't say I don't present people options. I just said I no longer push them on one.
- angryasian 5y ago>I just said I no longer push them on one. Yeah this is what I don't agree with. As a leader, you act as a shield to the people that report to you. You may be privy to information or have a better view of the overall big picture. Sometimes there are burdens you don't want to put on the people that report to you. We can only be so transparent a lot of times. Theres going to be times where you'll need to have them align with overall company goals etc.
- eatonphil 5y agoI'm considering mentor and manager as separate roles. Sometimes I've held them both. More frequently I've been a mentor and not a manager to someone. What you're describing is just a manager.
- andrewf 5y agoSome "mentorship" relationships are distinctly separate from other work concerns. A mentorship program where I work explicitly pairs up people who are distant in the org chart. The mentee can share openly, and be confident the feedback has their interests at heart. If this sort of mentor needs something from a mentee, that's a conflict of interest. (People use "mentor" to describe different relationships though!)