Once, the stereotypical factory worker was portrayed as having more brawn than brains, and mentoring was reserved for young corporate superstars on the fast track to a corner office on the top floor. Without true management commitment, a mentoring program is not likely to succeed. A good mentor knows that mistakes are necessary for learning. He also understands that appropriate risk-taking doesn't mean foolhardy actions that endanger the company, but a willingness to try new things.
Curious people make great mentors.
People who are quick to judge and criticize are poor mentors. Because mentoring is a perfect way to weave continuous learning into the fabric of corporate life, more and more companies are expecting managers to develop mentoring skills. And, he insists, it is a crucial part. In much the same way, if you want an organization where learning and continual growth are part of your competitive advantage, then everybody has to have the capacity to mentor. The new mentoring model focuses on exchange of knowledge, rather than corporate hierarchy.