Since time in memorial, mentors have been essential in enabling protégés to excel in their engagements. In the current business settings, they enable a mentee to enjoy great career related benefits such as earning high salaries, having high job satisfaction, and getting promotions. Additionaly, they enable individuals to enhance their sense of personal identity and interpersonal skills. Similarly, they benefit from having mentees because the mentoring process rejuvenates their careers and energy, which makes them have greater job satisfaction (Janasz, Sullivan, & Whiting, 2003). In light of the above, mentorship is beneficial to both the mentor and mentee because they both increase their skills and enhance their careers.
According to Janasz, Sullivan, and Whiting (2003), modern protégés should strive at having different mentors in order to benefit from their multiple skills and to also increase their professional network. In addition, there is an increase in the need for mentees to have skills from individuals who are in diverse industries and locations because of the shift in organizational structures and increased job mobility (Janasz, Sullivan, & Whiting, 2003). Finally, multiple mentors enable individuals to be less affected by dysfunctional or unavailable mentors.
In order to build a strong mentoring network, mentees must always realize that individuals put their reputation at risk when they decide to become their mentors. Consequently, a perfect protégé should develop a strong relationship with his/her mentors. In addition, they must show their will to learn and share information. Also, a great mentee builds a diverse and experienced team of mentors who are able to equip him/her with skills needed for his/her career progression. He/she must be alive to the fact that change is an inevitable part of life; therefore, he/she should continuously build and adjust his/her mentoring network.
Reaction to the Article and its Impact on my Career
The article by Janasz, Sullivan, and Whiting (2003) is informative to any person who wants to progress in his/her profession. In particular, it indicates the specific reasons as to why some people progress in their careers while others stagnate. Among mentors, mentorship programs benefit them by rejuvenating their careers and rekindling their energy (Janasz, Sullivan, & Whiting, 2003). In addition, they also have the opportunity to train individuals who may end up becoming their political allies in future. In this regard, this article is also relevant to individuals who hold senior positions in organizations.
A mentor plays three important roles to a protégé: enabling him/her identify his/her beliefs, developing his/her skills and competence, providing him/her with a wide network. Accordingly, I will search for mentors who will enable me to know my competencies and talents. In addition, they will give me appropriate feedbacks and positive criticisms which I will use to improve my skills. Equally important, they will expose me to a wide network of competent individuals that will enable me to easily progress in my career. Therefore, these section of Janasz, Sullivan, and Whiting (2003) article gives an elaborate description of the importance of mentors in development of a person’s career.
Janasz, Sullivan, and Whiting (2003), opinion that multiple mentors are essential in enabling a protégé to gain diverse skills is relevant in the modern and dynamic business world. In fact, in the current competitive business world, an individual must be skillful in new technologies and diverse cultures. As a leader in my organization, I need to have these skills, especially on how to relate with clients who come from different parts of the world. Consequently, I will look for mentors who are familiar with the cultures in parts of the world where my clients reside so that I can increase my competitiveness.
Modern organizations have dynamic structures and are always changing due to technological reasons. With the advent of technology and cheap means of communication, there has been an increase in job mobility. In this regard, it is essential for protégés to have multiple mentors who work in diverse fields and markets. For example, I can easily be transferred to work as a branch manager in Japan by my employer. In order to excel in my new position, I will need to be knowledgeable in Japanese culture and market. Therefore, having different mentors, with some being experienced in Japanese culture, can give me a competitive edge over other employees.
In order to increase my attractiveness as a protégé, I will develop a strong relationship with my mentors by constantly communicating with them. In addition, I will constantly improve my performance since a mentee’s work ethics increase or decrease a mentor’s reputation as a competent personnel. According to Janasz, Sullivan, and Whiting (2003), when a mentee stumbles, the failure often reflects poorly on the mentor; consequently, he/she must strive to have stellar performances. Finally, as a mentee, I will always acknowledge my mentor in my achievements which will, in turn, bolster our relationships.
Besides being a mentee, I will also mentor my juniors. The mentorship program will enable me to learn from my protégés. Janasz, Sullivan, and Whiting (2003), espouse that mentors gain from mentorship program by getting new knowledge and technical expertise contributed by mentees. In addition, they also get status recognition from their organizations because of their contribution to talent development. Due to the aforementioned, this role will enhance my career development. Finally, it will be important in rekindling my energy and rejuvenating my career.
Janasz, S., Sullivan, S., & Whiting V. (2003). Mentor networks and career success: Lessons for turbulent times. Academy of Management Executive, 17(4), 78-93.