Make a difference, become a mentor

  • Published
  • By Lt. Col. Penny Bailey
  • 100th Air Refueling Wing director of staff
ROYAL AIR FORCE MILDENHALL, England (AFPN) --  Mentorship seems to have different meanings for different people. Some consider it a form of counseling, some look at it as communicating or learning by example. But, whatever you want to call it, it is something that certainly can be beneficial to any organization. It is a proven approach and valuable tool for leaders.

Mentoring is the presence of caring individuals who provide support, advice, friendship, reinforcement and constructive examples to help others succeed. Mentoring can mean the difference between success and failure.

Mentoring helps prepare officers, enlisted servicemembers and civilians for increased responsibilities by encouraging job competency, military education, professional development, higher education and serving the needs of the Air Force and our nation. Mentoring encourages people by promoting communication, and personal and professional development.

It does not have to be just at the top levels that daily contact and one-on-one discussions occur. This can and should apply at the lowest unit level. Supervisors of all ranks and in all positions can and should mentor those junior to them. Modern technology has actually made it easier. With e-mail, someone can seek advice or guidance anytime, and if it is not an emergency, the mentor can answer the questions and provide thoughtful advice at his or her convenience. Thus, mentoring can take place just about anytime.

Actually, mentoring occurs all the time. Each time you have a discussion with someone, at a minimum, informal mentoring is taking place as you are providing insight based on your own experiences. Therefore, it is imperative that information provided is thoughtful and will be beneficial to the individual as well as the organization.

For a mentor, setting a regular time on his or her schedule daily, weekly, or monthly is not as important as being accessible, and prepared to listen and respond to a protégé with a need. Mentoring is not effortless and time will be required. Both parties must be active participants and work out a schedule that is best for both of them.

Generally, mentors fill four roles: advisor, coach, facilitator and advocate.

As an advisor, the mentor should encourage two-way communication and feedback and assist the protégé with career and performance goals.

As a coach, the mentor helps to clarify developmental needs, recommends training opportunities and teaches skills and behaviors.

In facilitating, the mentor should assist the protégé in establishing a network of professional contacts and help him or her identify resources for problem solving and career progression.

As an advocate, the mentor could represent the protégé’s concern about specific issues to higher management levels, arrange for the protégé to participate in high visibility projects and serve as a role model.

Mentors do not have all the answers. Sometimes just listening attentively is all a person needs. Mentoring is a fundamental responsibility of all Air Force supervisors. It helps protégés reach their full potential, thereby enhancing the overall professionalism of the Air Force. Additionally, when an interest is shown in others, the Air Force is able to retain its most valuable asset, people.

By understanding the “what, why, who, when, where and how” of mentoring there should be no mystery about providing assistance to junior Air Force people. If the Air Force is to continue to be the best in the world, it not only needs superior weapons systems, but people who are advanced in their knowledge and skills, because caring mentors took the time to listen, learn and advise to the best of their abilities.