By Dawn Fay, Operational President, Robert Half
Being a mentor is part of who I am. I’ve made it a point to mentor a lot of people in my many years at Robert Half. But I didn’t start out knowing how to mentor someone. Most people don’t. I learned by modeling myself after those who took me under their wing.
From an early age, I sought advice from the individuals I most respected—from my phenomenal father, a CPA, to my college professors. And as my career progressed, I found influential mentors in the workplace every step along the way.
I was first mentored professionally during a job at a law firm the summer after my freshman year of college. I ended up working at the firm part-time through college, and after graduation I was able to pass the torch to the next student worker. With a sense of pride and responsibility, I mentored her into the role.
Then, during my early career as a financial analyst, I realized how much it meant to me having a mentor help me as I was starting out. I decided then that I would pay it forward. By becoming a mentor, I could provide guidance and share my knowledge to help others succeed in the workplace. And that’s what I’ve continually tried to do.
Many people assume someone’s supervisor should also be their mentor, but the best way to mentor employees is to serve as a guide—not a boss. A mentor should bring a different perspective rather than a set of answers. While supervisors focus on day-to-day tasks and performance, mentors offer broader insights, drawing from their wealth of experience to help someone navigate a professional path. They're there to challenge mentees’ thinking, encourage their personal growth and provide a safe space to explore ideas and concerns they might not feel comfortable discussing with a direct supervisor.
Mentoring relationships can be built outside of work, too. When I get together with my friends and extended family, we often talk about the next steps in their careers. I like to think I give a point of view they might not get elsewhere.
Wondering whether or how to become a mentor? In my opinion, it’s a win-win proposition. I’m happy to share some advice on getting the ball rolling.
A good first step is to learn whether your company has an employee mentorship program. I’m proud to say I’ve been involved for 25 years in Robert Half’s formal program that supports leadership knowledge transfer by matching mentors with newly promoted employees. Robert Half also supports informal mentoring to enhance career development, and I’ve offered my help in many different forms over the years.
Most likely, your company will strategically pair mentors and mentees and provide established goals and measurable outcomes to aim for. These engagements typically last a set period of time.
So, you want to be a mentor? Here are 5 tips to get you started.
Whether you are part of an official program or mentoring someone on your own time, consider these six suggestions to make the experience valuable and enjoyable for both parties:
I have this motto: “Always be the rookie.” When you’re new at something, you’re eager, open to learning, always practicing. You aren’t discouraged by mistakes. Mentors should have that attitude too. You’ll get just as much out of the relationship as the person you’re mentoring. It’s a growth opportunity for both sides.
If you have a choice, be open to coaching people you may have little in common with. I’ve mentored vastly different types of people, at all levels. Diversity helps give you fresh perspectives—which only adds to your mentoring skills.
As a mentor, on any given day you can act as teacher, friend, coach and confidante. You play a lot of roles, but what it boils down to is that a mentor is a trusted adviser. People need to feel comfortable that they can be open with their thoughts, concerns and aspirations. And that you will listen and be fully present.
You’ll want to be uplifting, but also honest. Share feedback and ideas for improvement even if it’s not what they want to hear. If I’m mentoring someone who’s stuck in a rut, I can be a shoulder for them to lean on, but I also encourage them to take action, so we’ll talk about next steps they can take before we talk again.
Mentors should set a good example and also provide examples. When I meet with the people I mentor at work, for instance, I talk about real-life situations, with anecdotes about what I’ve been through or how I reached a goal or overcame a hurdle. I offer my insights and share my experiences. Depending on how well I know the person, I also remind them of their own history and what they’ve achieved.
My husband jokes that I’ve kept in touch with everyone I’ve known since I was 2! That comment describes one of the foundations of my mentoring—staying connected. As with any relationship, once you’ve invested time and energy in the mentoring relationship, I believe you should take the lead in maintaining regular contact. It can be as simple as sending a quick email or LinkedIn message to check in or offer kudos.
Whether you’re helping someone solve a problem, hit a goal, learn a skill, navigate a challenge or make a transition, mentoring can change someone’s life. It’s a true gift to see people advance in their careers and their lives knowing you’ve played a part in that growth.
See more tips from Robert Half on becoming an effective professional mentor.
