Why a good mentor has never been a more valuable asset

The construction sector, like most other industries, has been a big beneficiary of mentoring, irrespective of whether these have been formal or informal arrangements. Taking someone under your wing to “show them the ropes” can be an extremely rewarding experience for both the mentor and mentee.

But, given the strain on organisations over the past 18 months, combined with the rise of hybrid working, is the concept and effectiveness of mentoring actually falling away? 

We are living in transformative times, gripped by a pandemic and an industry which needs to become fit for purpose in a world where climate change is putting all industries in the spotlight, not least property and construction.

Our interactions – and how we go about our professional and private lives – is under constant review, and we will need to develop a suite of tools to cope with these pressures. Perhaps now, then, is the time to remind ourselves of the value of mentoring.

Mentoring can, mistakenly, be considered to be merely a form of career assistance, but when working well it is so much more than that

Mentoring can, mistakenly, be considered to be merely a form of career assistance, but when working well it is so much more than that. More than just a coffee chat every once in a while to put the world to rights.

Effective mentors are the wind beneath someone’s wings when they are concerned about crashing to the ground. But mentors do not just appear out of the blue.

They need to be found – and the search for the right person is often a trial and error experience. There needs to be a certain chemistry between the two individuals, founded upon mutual respect, trust and reciprocity.

I cannot remember a better time in my life than now to have a mentor to help guide people through a series of challenges: career development in a changing industry that needs to modernise, transformative ways of working that are reducing physical interaction rather than enhancing it and a staggering rise in mental health issues for a generation fuelled with media’s constant bad news, communicated instantaneously by publishing channels and social media.

While political, economic and social landscapes change, the need for perspective, wisdom and guidance when trying to make your mark in the world remains a constant

While political, economic and social landscapes change from time to time (and these changes can be quite significant over the course of a career) the need for perspective, wisdom and guidance when trying to make your mark in the world remains a constant. When contemplating your choice of mentor, it is important to remember the key qualities needed if that person is to provide valuable guidance and support.

Perhaps the first thing on the list is accessibility, as a good mentor is one who is available. This is partly a two-way concept as the mentor is likely to be a busy individual, so making time for you should be repaid through proper preparation in order to make the most of time spent together.

Next on the list would be genuineness, as the mentor must be interested in helping you on your journey as they see your potential and want to help you unleash it.

Great mentors are bright enough to resist recreating a copy of themselves, but rather aim to guide you on your own journey in trying to help you realise your potential based on your own skills and enthusiasm.

Another key quality of a mentor would be impartiality. An effective mentor would be one who gives honest feedback, rather than always trying to be your “best friend”.

Objective feedback is an important part of learning and a good mentor should constructively challenge as much as they praise, and all good mentees should be keen to seek objective feedback if they are to develop and grow.

As I look around the industry at companies I know well, it is not difficult to see how leaders of organisations have acted as mentors for others who have been in their slipstream, helping them to develop their own skills to one day become the next generation of leadership. As I write this, I am reminded of one of my favourite quotes, which is to say “leaders don’t create followers, they create more leaders”.

The benefits of mentoring can be significant, and include inspiring action towards purpose and goals, creating more ways for mentees to get exposure to opportunities aligned with their interests and capabilities, enhancing engagement and providing a way for people to connect with others they may not have access to otherwise. Mentoring is at the heart of cross-pollinating knowledge, ideas and best practice across an organisation and helps to develop decision-making and critical thinking skills.

Those who play the long game under the guidance of great mentors are more likely to achieve their full potential

Having said all of this, there is also another dimension at play here, and it is a really important one: loyalty. With a continued skills shortage in the construction industry, exacerbated by the huge levels of redundancies through the pandemic, the competition for talent will be fierce over coming years.

This then highlights the need for re-energised mentoring and the building of trust and loyalty. Organisations that do this well would hope that the next generation focus on learning, developing and building careers rather than being tempted to move to that notorious grass which is, apparently, greener.

Those who play the long game under the guidance of great mentors are more likely to achieve their full potential, and that has to be rewarding for all concerned. After all, a mentor is a brain to pick, an ear to listen and a means to push in the right direction.

Iain Parker is a founding partner at cost consultant Alinea