Childers on What Works in Mentorship

An excerpt from a video by Brian Childers of MDI on the topic of mentoring and the mentorship relationship. The word "mentee" has been replaced with "protege"

Now let's explore what works and what doesn't in mentoring.

Encouraging curiosity and sharing knowledge are effective strategy.

On the other hand, arrogance and micromanagement can derail mentorship.

Understanding these dynamics can help us make the most of our mentorship.

Let's first look at what makes a mentor-protege relationship thrive.

When the protege falls short of their commitments, it is crucial to explore why.
Fostering a culture of learning and growth, ncouraging the protege to explore different teams or divisions broadens their perspective and allows them to gain new tools and insights.
Genuinely investing in the relationship enhances engagement and collaboration.
Context is important in every aspect of the mentor-protege relationship. By emphasising the broader context of situations, both mentor and protege gain deeper insight and make better decisions.
Reinforcing that the team reflects the leader's actions and attitudes encourages self awareness and accountability.
As mentors we serve as valuable sources of institutional knowledge, guiding proteges to resources and information that can aid their development.
Leading by example, we demonstrate integrity and accountability, inspiring proteges to emulate these qualities.
Cultivating curiosity and sharing personal experiences fosters meaningful connections and enhances learning.

Ultimately a mentor-leader embodies these principles, serving as a role model for effective leadership and mentorship.

Now let's address what hinders the mentor-protege relationship.

Telling the protege what to do undermines autonomy and inhibits growth.
Adopting an arrogant attitude stifles collaboration and diminishes trust.
Being distracted or doing the work for the protege distracts from their development and fosters dependency.
Chasing the protege around or assuming sole responsibility for the relationship's success creates imbalance and undermines accountability.
Neglecting to acknowledge the protege's accomplishments or providing unconstructive criticism demoralises and demotivates.
Involving the mentor in the protege's men's team blurs boundaries and compromises confidentiality.
Being overly invested in the protege's success can lead to undue pressure and strain the relationship.
Neglecting to keep notes diminishes accountability and impedes progress.

Think about these principles and consider how they apply to your own mentoring journeys.

This page was written in the "embarrassingly readable" markup language RHTF, and was last updated on 2025 Nov 17.

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