I have been involved in a number of discussions with organizations around helping them set up a mentoring program. I usually try to ascertain what the outcome is that they are seeking as that plays a strong role in the decision making process. I like to find out if the program has corporate support, some form of structure and of course training to the perspective mentors. Interestingly enough though, is that we sometimes forget about providing some training for the mentees/protégés as well. We have found through the work that we do, that mentees/protégés can benefit from the initial training that is being provided. They get to gain insight into what they can be offered by way of the trusted relationship.

So I seemed to have digressed there for a moment! Let’s talk about the mentor program solution. I indicated that you would want to clearly outline the outcomes of the program. What is the target audience for the program, where the mentors coming from and what are the criteria that you are assessing potential mentor applicants against or is it your plan to allow anyone to become a mentor. Do you plan on having someone oversee the program and if so are they passionate about this role. Do you have some structure around the content of the program? That content would include the frequency of meetings, definition of the relationship and what the outcomes for the mentor and the mentee/protégé would be. You would also want to define the duration of the program. Obviously if you are doing this within your organization, the expectation may be that the mentor/mentee-protégé relationship may be long term. You would also want to define what the training is that you would be willing to provide.

As this is a “program” I am going to suggest that you are likely looking at this as a short term solution to a potential problem or perhaps you have decided that you want to test drive the mentoring concept. In any event, a mentor program will suffice for the time being but more than likely is not the solution you should be looking at if you want something long term.

As you read this and wonder where I am going with this story line, I should share with you my bias for mentoring cultures. I see the development of a mentoring culture as a long term investment in your employees and the organization as a whole. It sends a very clear message to everyone that you are committed to mentoring and mentoring has now become a way of life in your organization. Employees wake up in the morning and cannot wait to get to work as they too have embraced the mentoring culture – a culture of support and lifelong learning.

Picture working in an organization where the negativity is so strong that you leave the work place tired and mentally fatigued as all around you are people emitting negative energy. Imagine not carrying about the workplace and each day is a struggle to get through. Imagine looking for any reason to not be in the office and being free from the negativity that surrounds the work place that you once looked forward to going to. All of this sounds far too common today. I am seeing this becoming more the trend than not and that is causing me some concern. This is not something that a mentor program will fix – but it is something that a mentoring culture can address. The implementation of such a culture is like removing a sore that can only grow and get worse – spreading its toxins throughout the organization. A mentor program is similar to placing a Band-Aid over that sore. If we cover it up and hide it no one will really know how bad things have become.

So you decide what you thing is the appropriate course of action to take – a mentor program or a mentor culture. Create that long term support and lifelong learning environment all of which is enabled through the “power of mentoring!”