Feature at the conference described this as being organic, requiring the personal- ities to connect or work well together. Informal mentoring can also devel- op into long-term professional and personal friendships. This type of mentoring relationship may have un- specified objectives, or expected outcomes may be unknown or ill-de- fined at the start. In most cases, the mentee seeks out the mentor and ini- tiates the partnership. There are other novel types of men- the right questions. Coaching is usual- ly short term, typically six to 12 months. Another role worth recognizing is that of a role model. A role model presents an example that one aspires or looks up to. They exemplify the values, quality, command, leadership or anything else that one seeks to accomplish and there- fore present some standard to aspire to and imitate. One may never get to meet their role models in person, as Siobhan reminded conference attendees. Additionally, there is also the role of a sponsor that is quite different from a mentor. A sponsor advocates for and promotes their protégé using their influ- ence, office and connections, giving them opportunities for advancement. Mentors do occasionally play the sponsor role where they have the clout and influence. Siobhan describes a sponsor as someone who will stick their neck out for their pro- tégé, talking about their protégé to others. Types of Mentoring Although organizations have developed formal mentoring programs, some men- toring relationships are informal and can be equally as effective. It is important to know the difference between these two types of mentoring because each re- quires a different approach, is likely to have different objectives and may have different measures of success. Many organizations have set up for- mal mentoring programs that are very structured and with set timelines. These programs are driven by specific goals 24 • SUPPLYCHAINCANADA.CA that organizations want to achieve, often in addition to the goals of the mentees, and have indicators that are measured to ensure traction and achievement. Formal mentoring devolve into informal ones at the end, depending on both partners. In this type of mentoring relationship, organizations match mentors to mentees strategically, and provide governance to the process, training and support. relationships may torship that are not as documented as the two above but could be con- sidered as specialty forms of them. Nadia Petrolito, the panel modera- tor, described an unusual one that she participated in called reverse mentor- ing, in which younger, less experienced people provide mentorship to more ex- perienced people in a group setting. The group setting, she shared, mini- mizes the power differential that could hinder the relationships. This is a for- mal mentoring type organized by an organization. Another specialty MENTORING RELATIONSHIPS ARE TRULY A TWO-WAY STREET, WITH INVESTMENT AND RETURNS TO BOTH PARTNERS. Conversely, informal mentoring is often loosely structured and depends on the availability of the partners, their common interests, similarities or what many have described as “the chem- istry between them.” The panellists form of infor- mal mentoring shared by both Siobhan and Sharon Ranson is peer mentoring, where peers get together to challenge and support themselves by providing each other with insights and sharing experiences that help address situations or business problems that individuals may be facing. Benefits of Mentoring There are many benefits of mentoring, and both the mentee and the mentor share in them. Mentoring relationships are truly a two-way street; the in- vestment and the returns are to both partners. Much has been written about this, including those experiences shared by the panellists. First, regardless of what the goals of the relationship are, by their sheer engagement, mentees get to acquire support, advice that is relevant and practical, and encouragement from the mentor. Sharon described career as a journey and offered that we need men- tors to accompany us on that journey. © Elnur / shutterstock.com
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