I believe in mentoring, now more than ever. The circle of mentoring should never be broken. Even though I was never formally mentored through a workplace programme, I have benefited from observing and learning from those ahead of me.
I once approached someone to mentor me and they asked what I wanted to be mentored on. I wanted exposure to the business and support towards my growth, but my response was not considered sufficient. Truth is, we do not know what we do not know. I wish more people with experience and knowledge would deliberately mentor others without making it difficult.
The education system does not fully prepare individuals for the work environment. Work-readiness programmes help, but new entrants also need mentors who empower them holistically—not only in work matters, but also in relationships, purpose, judgement and social skills.
Mentoring should foster wholeness. Mentees learn from how mentors apply wisdom in everyday life, how they lead, how they handle mistakes and how they use personal power.
Middle managers also need mentoring as they prepare to move higher up the corporate ladder. They need exposure to cross-cultural business practices, relationship building, people management and consistent feedback.
The mentoring contract must be clear about expectations from both sides. The mentee must ask questions, take initiative and volunteer. Mentoring is both an opportunity and a privilege.