Key Takeaways
1. Sponsorship is a Two-Way Street
A protégé who doesn’t do everything in her power to make her sponsor look smart for backing her is wasting the sponsor’s time.
Mutual Benefit. Sponsorship is most effective when it benefits both the sponsor and the protégé. Sponsors put their reputation on the line, advocating for the protégé's advancement, while protégés demonstrate loyalty, exceptional performance, and a commitment to the sponsor's vision. This creates a mutually beneficial alliance where both parties gain influence and achieve their goals.
Earning Sponsorship. Protégés must earn sponsorship through consistent performance and loyalty. This includes keeping the sponsor informed, delivering exceptional results, and demonstrating a proactive effort. Sponsors look for individuals who are hungry for backing and willing to make the most of the opportunities provided.
Beyond Mentoring. Sponsors go beyond traditional mentoring by offering advocacy, resources, and tactical support. They actively promote the protégé's career, ensuring they are considered for key opportunities and challenging assignments. This active support is crucial for career advancement, especially at mid-career levels.
2. Mentoring Comes in Many Forms
Mentoring can be a one-hour session. We don’t have to escalate it to a six-month or yearlong event.
Developmental Network. Mentoring is not limited to a single, long-term relationship. Instead, individuals should cultivate a developmental network of mentors, each offering unique expertise and perspectives. This network can include peers, colleagues, friends, and even individuals outside the organization.
Various Sources. Mentoring can come from unexpected sources, including junior colleagues who can provide reverse mentoring on new technologies. The key is to be open to learning from anyone who can offer valuable insights, regardless of their position or experience level.
Flexibility and Adaptability. Mentoring relationships can be short-term and focused on specific skills or challenges. This allows individuals to tap into mentoring when needed, without the pressure of maintaining a formal, long-term commitment. This flexibility is essential in today's rapidly changing work environment.
3. Self-Awareness is the Foundation
Taking responsibility for your career starts with an accurate assessment of your current skills and performance.
Accurate Assessment. Understanding your strengths and weaknesses is crucial for career development. This involves meaningful reflection and soliciting feedback from trusted colleagues who can provide honest and constructive criticism.
Identifying Passions. Discovering what you truly enjoy doing is essential for long-term career satisfaction. Aligning your career with your passions provides the strength to overcome challenges and setbacks, and to work the long hours typically needed to reach your full potential.
Continuous Improvement. Self-awareness is an ongoing process that requires continuous feedback and a willingness to confront weaknesses. This proactive approach enables individuals to adapt to new challenges and demands throughout their careers.
4. Excel at What Matters Most
What makes leaders indispensable to their organizations, our data unmistakably show, is not being good at many things but being uniquely outstanding at a few things.
Critical Tasks. Identifying the three or four most important activities that lead to success in your job or business is essential. Focusing on excelling at these critical tasks will drive performance and career advancement.
Prioritization. Promising leaders sometimes lose sight of the connection between critical tasks and overall success. It's important to prioritize these tasks and delegate less central activities to ensure that time and energy are focused on what truly matters.
Distinctive Strengths. Leaders become indispensable by being uniquely outstanding at a few things, allowing their inevitable weaknesses to be overlooked. Developing these strengths requires focusing on complementary skills and engaging in the business equivalent of cross-training.
5. Character and Leadership Distinguish Greatness
Excellent leaders are willing to do things for others without regard to what’s in it for them.
Putting Others First. Character and leadership often make the difference between good performance and great performance. One measure of character is the degree to which you put the interests of your company and colleagues ahead of your own.
Courage to Speak Up. Being a leader also means being willing to express unpopular views. CEOs often want dissenting opinions so they can make better choices. Emerging leaders need to be aware that they can hit a plateau by playing it safe when they should be asserting their heartfelt opinions.
Doing the Right Thing. Doing the right thing is a reward in itself—psychologically in the short run and professionally in the longer run. This approach requires faith that justice will prevail and that acting with integrity will ultimately lead to success.
6. Build a Diverse Mentoring Network
What you need instead is a board of directors for your career, a group of people you consult regularly to get advice and feedback on matters ranging from job performance to career advancement to personal enrichment.
Personal Board of Directors. Instead of relying on a single mentor, create a personal board of directors—a group of individuals with diverse expertise and perspectives who can provide guidance and support. This network should include people who know more than you about something, are better than you at something, or offer different points of view.
Complementary Strengths. The people on your board should make different contributions to your thinking about how to reach your professional and personal goals. Match your weaknesses with others’ strengths, and your strengths with their weaknesses, to create a well-rounded support system.
Reciprocal Relationships. Stay in touch with your board members and reciprocate their generosity by offering your own expertise and support. This creates a mutually beneficial relationship where everyone benefits from the exchange of knowledge and experience.
7. Define Clear Goals and Expectations
What do you really want to be and do? Examine not only your business goals but also your driving passions in life.
Articulate Objectives. To set your mentoring relationship up for success, you have to decide what exactly you want to learn. This involves examining your business goals and your driving passions in life.
Specific Questions. Use guiding questions to define your objectives, such as:
- What are you doing well that will help you get there?
- What are you not doing well that will prevent you from getting there?
- What will you do differently tomorrow to meet those challenges?
- Where do you need the most help—and who can provide it?
Limited Scope. Stick to four or five goals for the relationship. If you include more than that, you’ll have trouble taking in what your mentor has to offer. Be sure to spell them out for the person who agrees to mentor you.
8. Structure and Rigor are Essential
To keep the mentoring relationship going, you’ll need structure—and it’s up to you, the mentee, to supply it.
Regular Meetings. Set up regular meetings with agendas so your conversations won’t degenerate into aimless bull sessions. Base your agendas on an overall plan and make sure each meeting moves you closer to your objective.
Milestones. Work with your mentor to create milestones—they’ll give your plans direction and, just as important, help you measure your progress. Without milestones, it’s not so clear where you started, what you got out of the relationship, and how that benefited you at the end.
Assignments. If your mentor isn’t providing regular assignments that sync up with your overall plan, ask for them, and work them into your agendas. They’ll keep you moving toward your goals.
9. Give Value to Get Value
She’s got to make me want to be her mentor. Isn’t she supposed to do something for me?
Reciprocity. Mentors can provide valuable insight, information, and advice, but to get all that and more, you’ve got to figure out how to repay the favor and make the relationship work for both of you. Mentors have competing demands on their time and resources, so you must make their investment in you worth their time and energy.
Providing Value. Ways to provide value to your mentors include:
- Sharing relevant ideas and articles
- Providing access to resources
- Providing insight into the rank and file of your organization
- Participating in activities and programs your mentor cares about
- Buying them lunch
Building Goodwill. A nice glass of wine and a good meal goes a long way toward building goodwill.
10. Gen X: Consolidate and Focus on Strengths
Now is the time to consolidate your efforts and focus on what you do best.
Leverage Experience. Gen Xers can attract good mentors by leveraging their experience. Think of all that experience as a stack of poker chips acquired for being an effective, valuable contributor over the years—chips that you can now cash in to get the specific career advice and support you need.
Tailored Mentoring. Now that you’re well into your thirties or forties, you need mentoring that’s tailored to your individual strengths and career goals. And at this point, you’ve earned it.
Reinforce Strengths. When you sign up for responsibilities outside work, try to choose ones that build on your expertise. If you’re good at managing large projects, consider joining the school building committee in your district.
11. Millennials: Accelerate Development Through Mentorship
By putting your mentoring and development on a fast track. Don’t wait for your company to notice you and groom you.
Compete for Opportunities. Millennials can compete for jobs formerly held by people with decades more experience by putting their mentoring and development on a fast track. Don’t wait for your company to notice you and groom you.
Diverse Network. Build a diverse network of mentors to round out your skills and knowledge. To fill a retiring Boomer’s shoes, you’ll probably need to broaden and deepen your skill set—and the longer that takes, the more likely you’ll be to lose out to someone who’s a quicker “study.”
Reverse Mentoring. As a Millennial, you have digital skills that your mentor may want to pick up, so offer some reverse mentoring: Show her how to sign up for Google Alerts and receive articles on topics of mutual interest.
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FAQ
1. What is "HBR Guide to Getting the Mentoring You Need" by Harvard Business Review about?
- Comprehensive mentoring guide: The book is a practical guide to understanding, seeking, and maximizing mentoring relationships for career growth and professional development.
- Focus on proactive approach: It emphasizes that individuals must take charge of their own mentoring needs rather than waiting for formal programs or senior leaders to notice them.
- Covers all career stages: The guide addresses mentoring for early-career professionals, mid-career Gen Xers, and Millennials, as well as the value of learning from protégés.
- Actionable frameworks and tools: It provides step-by-step advice, real-world examples, and tools for mapping out development, building networks, and sustaining productive mentoring relationships.
2. Why should I read "HBR Guide to Getting the Mentoring You Need"?
- Unlock career advancement: The book shows how effective mentoring can accelerate your professional growth, help you overcome career ruts, and prepare you for new challenges.
- Practical, research-backed advice: It distills insights from leading experts and real executives, offering actionable strategies rather than abstract theory.
- Addresses modern mentoring realities: The guide debunks outdated myths and explains how mentoring has evolved, including the importance of developmental networks and diverse sources of guidance.
- Tailored for all levels: Whether you’re a junior employee, mid-career, or a leader, the book provides relevant advice for your stage and goals.
3. What are the key takeaways from "HBR Guide to Getting the Mentoring You Need"?
- Mentoring is self-driven: You are responsible for identifying, pursuing, and maintaining the mentoring relationships you need.
- Diverse mentoring sources: Relying on a single mentor is outdated; building a developmental network or personal board of directors is more effective.
- Mutual value is essential: Successful mentoring relationships are two-way streets, where both mentor and protégé benefit and contribute.
- Clear goals and structure: Defining your objectives, setting milestones, and providing structure are critical for fruitful mentoring.
- Continuous learning: Both mentors and protégés should remain open to learning, including reverse mentoring and learning from peers and juniors.
4. How does "HBR Guide to Getting the Mentoring You Need" define mentoring, and how is it different from sponsorship?
- Mentoring: Involves guidance, feedback, emotional support, and career advice, often focused on personal and professional development.
- Sponsorship: Goes beyond mentoring by actively advocating for the protégé’s advancement, putting the sponsor’s reputation on the line, and providing access to opportunities.
- Distinct roles: Mentors can be at any level and serve as role models, while sponsors are typically senior leaders with influence.
- Both are important: The book stresses that while mentoring brings satisfaction, sponsorship is often necessary for career advancement, especially at mid-career and beyond.
5. What are the most common myths about mentoring, according to "HBR Guide to Getting the Mentoring You Need"?
- Myth 1: One perfect mentor: The idea that you need a single, all-knowing mentor is outdated; most people benefit from multiple mentors.
- Myth 2: Formal, long-term relationships: Mentoring can be short-term, informal, and even one-off interactions, not just years-long commitments.
- Myth 3: Only for juniors: Professionals at every stage, including senior leaders, benefit from mentoring and even reverse mentoring.
- Myth 4: Altruistic mentors only: Mentoring should be mutually beneficial; mentors also gain insights, fresh perspectives, and value from the relationship.
6. How does "HBR Guide to Getting the Mentoring You Need" recommend finding and choosing the right mentors?
- Assess your needs: Start by identifying your goals, strengths, and areas for development to determine what kind of guidance you need.
- Explore different types: Consider co-mentors (peers), remote mentors (outside your organization), and invisible mentors (role models you learn from indirectly).
- Be proactive and selective: Don’t wait for mentors to find you; seek out people whose expertise, perspective, or network aligns with your objectives.
- Build a network: Assemble a diverse group of mentors or a personal board of directors, each offering unique value and insights.
7. What steps does "HBR Guide to Getting the Mentoring You Need" suggest for starting and maintaining effective mentoring relationships?
- Clarify expectations: Define clear goals, roles, and boundaries for the relationship from the outset.
- Invest in rapport: Spend time getting to know your mentor, sharing backgrounds, and building trust, including discussing confidentiality.
- Set milestones and structure: Break goals into manageable steps, agree on a timeline, and schedule regular, agenda-driven meetings.
- Provide mutual value: Look for ways to help your mentor, such as sharing insights, resources, or feedback, to ensure a reciprocal relationship.
8. How can you provide value to your mentors, as advised in "HBR Guide to Getting the Mentoring You Need"?
- Share relevant information: Keep your mentor informed about trends, feedback, or opportunities that align with their interests.
- Offer unique perspectives: Provide insights from your level or area of the organization that your mentor may not have access to.
- Support their initiatives: Volunteer for projects or programs your mentor cares about, or help them achieve their goals.
- Express appreciation: Simple gestures like buying lunch or acknowledging their help reinforce goodwill and commitment.
9. What is a "developmental network" or "personal board of directors," and why does "HBR Guide to Getting the Mentoring You Need" recommend it?
- Developmental network: A group of trusted individuals—mentors, peers, sponsors, and even juniors—who collectively support your growth.
- Personal board of directors: A handpicked set of advisors, each offering expertise, feedback, or connections in different areas relevant to your career.
- Diversity of input: No single mentor can meet all your needs; a network provides varied perspectives, reduces blind spots, and increases resilience.
- Ongoing support: These networks adapt as your career evolves, helping you navigate transitions, challenges, and opportunities.
10. How does "HBR Guide to Getting the Mentoring You Need" address networking, and what are the common mistakes and best practices?
- Quality over quantity: Effective networks are not about size but about having high-quality, diverse, and energizing relationships.
- Avoid common traps: Mistakes include relying too much on formal hierarchies, having redundant or biased contacts, or engaging only in superficial interactions.
- Six types of connections: High performers cultivate ties for information, political support, personal development, personal support, purpose, and work/life balance.
- Four-step process: Analyze your network, de-layer (remove energy-draining ties), diversify connections, and capitalize on relationships for mutual benefit.
11. What specific advice does "HBR Guide to Getting the Mentoring You Need" offer for Millennials and Gen Xers?
- Millennials: Build a diverse network of mentors, including peers and near-peers; be bold in seeking feedback; use mentors’ preferred communication styles; and offer reverse mentoring in digital skills.
- Gen Xers: Leverage your experience to attract tailored mentoring, focus on strengths, build cross-functional networks, and seek feedback to adapt to new roles.
- Both generations: Take initiative in managing your development, set clear goals, and be prepared to move on from mentoring relationships when objectives are met.
12. What are the best quotes from "HBR Guide to Getting the Mentoring You Need" and what do they mean?
- "Managing your career is 100% your responsibility, and you need to act accordingly." – Emphasizes the importance of self-directed career management and not relying on others to drive your growth.
- "The most successful protégés are not content with one sponsor. Throughout their careers they scan the horizon for leaders who either embody their values or value their strengths." – Highlights the need for multiple mentors and sponsors to support different aspects of your development.
- "Mentoring is indispensable to learning throughout our careers, not just while we’re wet behind the ears." – Stresses that mentoring is valuable at every career stage, not just for beginners.
- "The challenge is not to replace bad leaders with good ones; it is to turn people like Tom—hardworking, capable executives who are reasonably good at their jobs—into outstanding leaders with distinctive strengths." – Encourages focusing on developing unique strengths to achieve exceptional leadership.
- "In the best of these relationships, it’s hard to tell the mentee from the mentor, so symbiotic is the learning and exchange." – Underlines the reciprocal nature of effective mentoring, where both parties learn and grow.
Review Summary
HBR Guide to Getting the Mentoring You Need receives mixed reviews, with an average rating of 3.79 out of 5. Readers appreciate its concise, practical advice on finding mentors, developing effective relationships, and advancing one's career. Many find it helpful for young professionals and those seeking career development. Some criticize repetition from other HBR guides and superficial coverage of topics. Positive aspects include actionable frameworks, focus on being an effective mentee, and insights on building a network of mentors. Overall, it's considered a good starting point for understanding mentorship in professional settings.
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