Being a coach or a mentor gives
mentees alternative perspectives to problems.
The function of a mentor is to provide guidance and support not to
provide solutions to problems. von Hoffman (2009) wrote “Coaching means
helping people define clear goals and set a specific time frame in which to
meet them. The goals can be anything from overcoming a problem with personal
interactions to achieving a professional objective” (para. 3). I began working with a mentor about two
months ago. In my last annual
performance evaluation I discussed with my manager my desire to have a mentor
in order to further develop my professional growth. She was very happy to hear that I had given
this thought and made a recommendation on who I should ask based on a list of
candidates I provided. I approached my
potential mentor, asked if he would be willing to work with me, and I then
developed an outline of my strengths, weaknesses, and areas I wanted to focus
on. We meet about once a month. Gaining knowledge from his experiences has
helped me to discover different ways to approach problems.
Working with a top organizational
leader has exposed me to many of the behind the scene’s challenges faced by
leadership in order to effectuate strategy and ultimately change. Our conversations are privileged and although
I am unable to discuss our personal meetings, I can say that I have a new found
respect for the process that takes place as it pertains to strategy. Our leadership strategy meetings involves
many levels of our organization’s hierarchy.
Strategic meetings are held over a three day period quarterly. There are different levels assigned to the
agenda in respect to current issues or concerns that need to be addressed. From these conversations new issues can arise
or challenges that may not have been thought of until further explored. Some of these new issues sometimes have to be
tabled for discussion at later dates to keep on task. The effort requires collaboration,
brainstorming, problem solving, and a clear path to implementation in order to
be successful. Having a mentor that
shares these experiences with me and provides me with guidance in an effort to
be successful is highly beneficial to my development. Hearing about scenarios and different application
to real world problems provides me insight as to what I may or may not
incorporate into my personal style as I develop.
Being mentored, I feel provides
value to my organization. I view it as
an investment in my future. My goal has
always been to develop professionally to be in a position to be an effective
contributor to the organization. I want
to make a positive difference. Not only
in my professional life but my personal life as well. von Hoffman (2009) wrote “While some employees
who achieve new goals will leave, far more will feel greater loyalty to an
organization that is interested in their professional development” (para.
19). I have a deep sense of
loyalty. This organization is providing
me with not only a free education but with opportunities. I can take these opportunities, learn, and
grow from them. There are many people
who go to work unhappy each day. I am
not one of those people. I believe in
positivity and in giving back. As an
invested member of this organization that is my intent, to give back. If it were not for ERAU it would have been
financially challenging for me to consider higher education. This organization took a chance on me and for
that I am very grateful. Having the
additional opportunity to mentored and coached is a testament to the confidence
this organization has in me. It is up to
me to decide whether or not to hold my end of the bargain and become valuable
to them. I could have decided to fly
under the radar while working here.
Showing up and doing only what is required of me. However, I feel I have a higher purpose. That purpose drives me to become better and
better. Not only as an employee but as a
husband, father, and provider.
von Hoffman, C. (1999). Coaching:
The ten killer myths. Harvard Management Update, 4(1),
4.
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