Canadian HR Strategy

ship and what each hopes to get out of the program upon completion. A set of ground rules and scheduled meetings help keep the relationship consistent, said Tombari. "What is important, especially for the leaders, is really to spend some time... upfront as you embark on the relationship." At the beginning, it is important to schedule in-person meet- ings to really set the framework of the relationship. As both parties settle into their roles, monthly or bi-monthly meetings online or by phone become acceptable. While emphasizing a structured mentor-mentee relation- ship Shannon MacDonald, partner and chief inclusion offi cer at Deloitte in Toronto, said there should be some fl exibility and the relationship should be tailored to meet the different needs of individuals. This is especially the case for informal, organic mentor partnerships. – CHALLENGE A leadership position requires one to be consistently vigilant. As a mentor, it is crucial to challenge the mentee, especially when she is being groomed for an executive role. "As a mentor, you must come to each meeting prepared with "As you listen to other people's challenges, it sharpens your empathy and helps you see the world from their vantage point." "I also think, as you listen to other people's challenges, it sharpens your empathy and it helps you to see the world from the other person's vantage point," said MacDonald. While challenging the mentee is an imperative, as a guide, the mentor must also create a safe and open environment ver- sus overpowering the mentee. "It is very important for them to serve as a sounding board for these individuals — they are there to listen, to clarify, to re- spond to questions. They are not there to judge, they are there to create a safe environment so the individual can focus on ar- eas of opportunity," said Tombari. – DIRECT As a mentor, you are the inspiration and the role model for the mentee and it is very important to be aware of the impact you have on the mentee, said MacDonald. Mentors must access their needs and direct mentees to de- velop the right thinking style, rather than simply give them the answers. As chief inclusion offi cer, MacDonald continues to work on her skill-set to inspire and bring people along. challenging questions on how the men- tee experienced certain situations, lessons learned and what leadership skills the person developed by overcoming diffi cult situations," said MacDonald. The most important question to ask is "Can you think differently about the way you try to get things done?" "We should challenge the mentee to some degree — the mentor is there to stimulate discussion to bring topics to the table. But also to make sure that the men- tee takes responsibility for the relation- ship," said Tombari. Taking responsibility is the fi rst step to overcoming a challenge and listening is an indispensible skill needed when it comes to discussing a challenging situation. PHOTO: SHUTTERSTOCK 24/CANADIAN HR STRATEGY

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