The Sales Playbook to Social Selling

With nearly half the world’s population now active on social media, social selling is more relevant than ever. Sales leaders who’d rather be ahead of the curve than chase it would be smart to start systematizing the practice in their sales forces.

To support forays into social selling, we’ve put together this massive guide, covering everything from social selling’s definition to its measurement. Our goal was to have a one-stop shop for someone looking to get started with social sales — whether as an initiative for your sales team or yourself.

And because it’s more the exception than the rule, social selling can become a differentiator for sales organizations that adopt it early. Be where your colleagues aren’t, and you’ll get the deals they won’t.

What Is Social Selling?

Social selling is the process of researching, connecting, and interacting with prospects and customers on social media networks — notably Twitter and LinkedIn, but others certainly fit the bill. By commenting on, liking, and sharing prospects’ and customers’ posts, salespeople create relationships with buyers and boost their credibility by taking an interest in what they’re interested in.

Instead of a hard closing tactic, social selling more closely resembles lead nurturing. Therefore, social selling isn’t for reps seeking quick wins or a silver bullet — salespeople have to be willing to put in the time and effort to engage with their target buyers on an ongoing basis.

The Art of Social Selling

Data shows that those who play the long game reap the rewards. For example, top-performing sales reps, who close deals 51% more than their peers, consider social networking platforms “very important” to their success. Additionally, social selling leaders create 45% more opportunities.

What does this look like in practice at a company? After adopting social selling practices and LinkedIn’s Sales Navigator, marketing software company Eloqua decreased their average sales cycle time by 20 days and boosted the rate of leads converting to opportunities by 25%.

Social selling also makes it easier for sales reps to get referrals within their LinkedIn networks, which is significant considering referrals account for 65% of companies’ new deals.

Know social selling is important but unsure how to get your sales team on board? Check out this deep dive on training your sales team in social selling by Sales for Life CEO Jamie Shanks:

Make sure your team understands why social selling is important and how to do it responsibly. Then, invest time and resources into training, and see the benefits for quarters to come.

Social Selling Tips

There are several steps reps can take to get started with social selling:

1. Optimize their social media profiles.

We’ll explain more about this further below,  but be sure to optimize your profiles before doing anything else. You will likely waste your effort if you begin your social selling initiative with an outdated or incomplete profile.

2. Join LinkedIn groups and other relevant forums.

Check out the profiles of your customers and prospects. What groups are they a member of, and which do they participate in? Find out, and then follow suit. It’s also a good idea to join groups on larger industry trends so you can stay informed of the challenges your buyers are dealing with.

If you have something valuable to contribute to a discussion, do it. But don’t use groups as an opportunity to hawk your products or services. Sales-y comments are unsolicited, and will annoy group members just as a cold call or email would. Advance the conversation in a meaningful way, or just sit back and observe.

3. Setup social listening alerts.

Use Google alerts or a social listening tool (HubSpot customers can use Social Inbox) to set up notifications that tell you when your prospects or customers experience a trigger event, or post a possible sales opening.

For example, if a prospect mentions a problem they’re having that you can address, an alert can enable you to quickly get involved in the conversation with a helpful piece of content or insight. Similarly, if a potential buyer’s company hires a new CEO or expands their business, you should comment on the trigger event as soon as possible to get on their radar.

4. Share content to build your credibility.

One of the best ways to build credibility and engagement on social media is to share compelling content. This content can be original insight and tips or anything external that you think is relevant to your audience.

For example, have you read any interesting articles related to your prospect’s industry? Share them. Seen a thought-provoking study that could be a good conversation starter? Share it, and ask people to engage in the comments as a means of starting conversations.

Sharing engaging content with your social networks is a great way to provide value to others, which can help you build trust and credibility.

5. Pay attention to the comments section.

If you see posts in your feed that have high engagement, peruse the comments section to join the conversation. By reading the comments your prospects are leaving, you can better understand their point of view.

Reading the comments will also give you an idea of what kind of content your prospects enjoy and engage with, which can help you decide what kind of content to share.

For example, if someone leaves a comment on your recent product launch post asking, “Is this feature available for Light accounts?” you might respond “All trial accounts have access to this feature for 14 days, and Business and Pro accounts have unlimited access to the game-changing feature.”

6. Share success stories.

Testimonials are a valuable form of social proof,  as research shows that consumers rate people like themselves as more credible than other sources, including brands themselves. Essentially, buyers trust the first-hand experience of other consumers more than they trust the brands directly.

Sharing success stories from your other customers helps build your credibility with potential buyers and allows prospects to relate to the story of others. If a prospect relates to a testimonial from one of your customers on their feed, they may be more likely to envision the same solution working to solve their problem as well.

7. Be mindful of customer support opportunities.

More buyers are taking to social media and messaging platforms to interact with businesses. As you engage on social media platforms, keep an eye on what buyers and consumers are saying about your company and your offerings — especially if a customer is dissatisfied.

Not only can you give your customer support teams a heads up, but you will be more prepared to talk to prospects who may have seen disgruntled customer content.

For example, if you see a comment on social media where a customer expresses dissatisfaction with your company’s product or service, take note of the issue. If your company’s marketing or support teams haven’t yet responded, make them aware of the comment so they can address it, and note the language they use for the resolution.

8. Be consistent.

Spending all day on social media may not be the best use of your time, but you should for consistent posting and engagement.

HubSpot’s own Dan Tyre recommends sales reps post at least weekly on LinkedIn with individual follow-up for prospects who engage with your content: “The key is to have three or four interactions within 10-12 days, which shows professional persistence without overwhelming your prospect.”

9. Track engagement.

Social media engagement metrics include likes, comments, and shares, and high engagement is an indication that a piece of content truly resonates with your audience. Be mindful of the engagement on your profiles, and learn from what works best so you can continue to share the most relevant content with your audiences.

For example, if you notice that content about B2B sales tools gets the most likes, comments, or shares, that’s a good indication that the topic especially resonates with your audience and is something you should discuss more.

10. Subscribe to blogs.

How will you know what to talk about with your prospects on social media? By reading.

Check out what content your buyers are sharing, and subscribe to those blogs. Then, share the articles you think would be particularly interesting to your buyers on LinkedIn or your preferred social profile.

11. Seek referrals.

Once you’ve identified specific stakeholders you’d like to be introduced to, stop by their LinkedIn profiles and see if you have any connections in common. You can then request a referral from your mutual connection — warm lead unlocked.

12. Know when to move your conversations off social media.

If you want to land the sale, you’ll eventually need to take the social media connections you make offline. After making a solid connection with a prospect on social media, offer to hop on a call to continue the conversation. This will allow you to learn more about the prospect’s pain points or situation, which can help you gain the clarity you need to land the sale.

Tyre says that if a series of interactions with a prospect that fits his vertical market and ideal customer profile seem to move in a positive direction, he’ll seek out the contact’s email address to set up a call and continue the conversation off social media.

13. Optional tip: Subscribe to LinkedIn Sales Navigator.

LinkedIn Sales Navigator is a premium service priced at $79.99 per month, with a discount for annual subscriptions. The tool helps sales reps identify new leads based on their location, industry, company size, and other attributes to help you build a prospect list. You can view social selling trainer Gabe Villamizar providing a demo of the service here.

14. Optional tip: Blog.

Sales reps don’t have to blog for effective social selling, but reps who are inclined to start creating original content should consider doing so, as it is a valuable way to attract prospects. You can build your influence in your industry and provide original insight and thought leadership for your audience to benefit from.

Here are some tips for creating a post that will grab your prospects’ attention:

    • Choose a topic that you know your audiences care about.
    • Write a title that will capture attention.
    • Don’t make your post too sales pitch-y.
    • Include your perspective and insight.

Share your posts on your social profiles, like Twitter and LinkedIn, and use relevant hashtags to help with discovery.

Optimizing Social Profiles for Social Selling

In the world of social selling, your social media account needs to be more than a digital resume. Your profiles should actively help you cultivate a reputation with your buyers as a trusted advisor who brings fresh insights to their business. Given this, your profiles should be made for your intended audience of potential buyers.

Twitter

Since you don’t have much real estate to work with on Twitter, a makeover is relatively simple to pull off. Follow these steps:

    • Use a professional picture for your profile photo.
    • Use a positioning statement in your bio that includes a mini-insight.
    • Link to your company’s Twitter account (Example: Sales Rep @company).
    • List your LinkedIn profile.
    • Include relevant hashtags that your buyers follow.

LinkedIn

Optimizing your LinkedIn profile is an extremely valuable exercise. A good question to ask yourself while working on your profile is, “Would my target buyer care about this?” If the answer is no, it should probably be scrapped.

Here are seven tips to ensure your LinkedIn profile is optimized for social selling:

    1. Have a current, hi-res picture. According to LinkedIn, profiles with pictures get a 40% InMail response rate.
    2. Don’t just use your job title make your headline a mini value proposition. For example, consider answering two questions in your headline: Who do you help, and how do you help them?
    3. Write a 3X3 summary — three paragraphs with three or fewer sentences each. Reiterate your value proposition in the first, and provide some social proof of how you help clients achieve results in the second. Include a concise call to action in the last that explains why and how a buyer should reach out to you.
    4. Post a few pieces of visual content that will be helpful to your buyer.
    5. In the experience section, emphasize how you enabled customers to improve their business, not how many times or by how much you exceeded quota.
    6. Seek recommendations from customers to increase your credibility.
    7. Join groups that your buyers are in.

For a visual template of what an optimized LinkedIn profile optimized for social selling looks like, click the image below:

How to Engage With Your Buyers on Social Networks

As mentioned above, social selling is all about engagement. But, bear in mind that your interactions should be thoughtful, relevant, and personalized.

Social engagement comes in four primary forms: sharing content, liking, commenting, and connecting.

Sharing Content

Post content that your target buyers will be interested in, and post it often. You can link to your company’s content and what Jill Rowley calls OPP – other people’s content. Switching up your sources will nix the perception that you’re self-serving.

Jill Konrath, keynote speaker, sales expert, shares helpful content with her target audience on both her LinkedIn and Twitter pages daily. Jill uses her expert knowledge to share tangible advice and draw in a captive audience.

Liking

When you don’t have time for a comment or don’t have anything substantial to add, a like or favorite works just as well. Likes also work as a thank you when others share or retweet your content.

Commenting

A comment should not just be a sales pitch or a link to your company’s website. Instead, it should be a thoughtful and thought-provoking response to an article.

Lisa Dennis, president and founder at Knowledgence Associates, not only shares posts that her target buyer would care about but adds thoughtful comments to others’ content as well.

Connecting

On Twitter, you can follow prospects to your heart’s desire. But on LinkedIn, you should be more judicious.

A good rule of thumb is not to request someone until you’ve had a meaningful interaction, either in person or online. Then, you can send a personalized invitation explaining why you’d like to be in their network. For example, reference a blog post the person wrote or a piece of content they recently shared to show that you did your research.

Here’s an example of a strong LinkedIn invitation:

“Hi Jaime, we share 25 connections here, including Michelle Lee, who introduced me to Amy Chang, which landed me my current advisor position. Several people have mentioned you as someone I need to meet. I would love to connect.”

Working Social Selling Into Your Day

One of the most significant perceived hurdles to adopting social selling is that it takes too much time. How can sales reps keep up with their buyers on LinkedIn and Twitter when they’re also trying to, you know, sell?

Like anything else, developing a routine around social selling will cut down on the time commitment. Ben Martin, Director at Automation Squared Ltd, recommends the following 12-step process that can take as little as 30 minutes per day:

    1. Find relevant content to share
    2. Share the relevant content to social networks
    3. Check on who’s viewed your LinkedIn profile
    4. Interact with target buyers that look at your profile and send connection requests (we’ll cover why this kind of request is OK here)
    5. Monitor engagement on your content
    6. Interact with those who engage with your content
    7. Review LinkedIn alerts
    8. Organize target buyers in a LinkedIn folder
    9. Share content with target buyers
    10. Review any additional trigger event alerts
    11. Respond to messages
    12. Initiate new conversations

Is Social Selling Creepy?

Many reps are hesitant to adopt social selling because they fear it will come off as “creepy” to buyers. After all, nobody likes the feeling that they’re being researched by people they don’t know. Salespeople sometimes worry that starting a cold email with “I noticed on LinkedIn that you … ” or “I liked your tweet about … ” might scare prospects away instead of drawing them in.

If you’re worried about turning off prospects when social selling, here are some best practices for interacting on social media in a way that doesn’t feel creepy:

  • Don’t send messages out of the blue. Ideally, you should be engaging with prospects who have expressed interest in your products or services by commenting on or sharing you or your company’s content. Messaging prospects when they haven’t expressed interest in your content can be considered creepy.
  • Customized messages are, on the whole, perceived to be less creepy than generic messages.
  • Don’t reach out to contacts on non-professional accounts such as personal Instagram or Facebook accounts unless they initiate a conversation first. For many sales reps, LinkedIn is your best bet for professional, positive engagement with prospects.
  • “Light” social selling interactions (liking, favoriting, retweeting) are considered to be less invasive than more in-depth interactions, such as messaging or commenting.

Remember, you want social media interactions to feel natural and conversational for both you and the prospect.

Measuring Social Selling Success

Measurement is arguably the most challenging part of a social selling initiative because the effects aren’t linear. There’s no formula (yet) that correlates the number of content shares or likes with the number of deals closed. But this doesn’t mean that you can’t measure social selling at all.

The majority of the metrics available today assess an individual’s social selling aptitude, like Buzzsumo insights. LinkedIn has created its own tool, the Social Selling Index, to help those with Sales Navigator Premium accounts understand their effectiveness on the platform.

Social Selling Index

The Social Selling Index (SSI) measures how effective you are at establishing your professional brand and presence on LinkedIn.

The tool requires a subscription to LinkedIn’s Sales Navigator Premium, in which you’ll get access to a daily-updated dashboard (as shown in the image below) that gives insights into your effectiveness in establishing your personal brand, reaching the right people, engaging with insights, and building relationships. Your effectiveness is scored out of 100.

social selling index sample dashboard

Image Source

Stats show that those who use the SSI are more effective as a result, as social selling leaders are 51% more likely to reach quota, and 78% of social sellers using the index outsell peers that don’t use social media.

On a larger scale, a company can also add a “social” source of deal options to their CRM software to see how many customers are coming from social selling.

Sales leaders who’d like to conduct a study on how social selling translates into sales should first systematize the practice and train reps on social best practices. They can then measure what impact the new routine has on closed deals by comparing future results to historical numbers.

Source: blog.hubspot.com ~ By: Emma Brudner ~ Images: Canva Pro

What Is the Role of a Mentor?

Mentor - Mentee

Serving as a mentor brings many challenges and rewards, with the best mentors working to shape their mentees into future leaders, rather than just good followers. If done well, the long-term impact of mentoring can offer life- and career-changing benefits to both parties.

Key Takeaways

    • Mentoring is not coaching. Mentors provide high-level encouragement and guidance but not instruction and support for routine, day-to-day work.
    • A mentor is a person with experience, knowledge, and connections who can help advance the career of another, usually more junior person.
    • For a successful mentorship, the mentee should be clear about their goals and open to critique and advice from the mentor.

Mentoring and Coaching: Similar But Not the Same

The terms mentoring and coaching often get used interchangeably, which can be confusing. While similar in their support of someone’s development, the roles involve different disciplines in practice.1

Mentoring consists of a long-term relationship focused on supporting the growth and development of the mentee. The mentor becomes a source of wisdom, teaching, and support, but not someone who observes and advises on specific actions or behavioral changes in daily work.

Coaching typically involves a relationship of finite duration, with a focus on strengthening or eliminating specific behaviors in the here and now. Coaches help professionals correct behaviors that detract from their performance or strengthen those that support stronger performance around a given set of activities.

Both mentoring and coaching offer valuable developmental support. However, one offers high-level guidance for long-term development, while the other helps provide a more immediate improvement in targeted areas.

What Is a “Mentor”

A character in Homer’s epic poem “The Odyssey” might rightly be said to be the original mentor. When Odysseus, King of Ithaca went to fight in the Trojan War, he entrusted the care of his kingdom to a man named Mentor. Mentor also served as the teacher and advisor of Odysseus’ son, Telemachus.2

In a more modern context, a mentor is someone with experience, knowledge, and connections who can help advance the career of another, usually more junior person. The American Psychological Association identifies two key developmental goals of the relationship between the mentor to the mentee: career improvement and psychological development.3

Why Seek Out a Mentor?

Suppose a talented individual lands a sales job, and gains a senior sales executive as their mentor. The senior executive might guide the new salesperson in their development as a leader, a strategist, and a business professional.

Note

A mentor becomes a personal advocate for you, not so much in the public setting, but in your work life. Many organizations recognize the power of effective mentoring and have established programs to help younger professionals identify and gain support from a more experienced professional in this format.

The mentor might not instruct the sales associate in processes or provide on-the-spot coaching or training. Instead, they will challenge their mentee and encourage the mentee to think through issues and approaches by asking difficult-to-answer questions and serve as a source of wisdom when needed. The relationship as mentor and mentee generally ends after the mentee changes companies, but the senior executive’s impact carries through in the mentee’s work throughout the rest of their career.

Many people attribute part of their professional growth to the guidance of a patient mentor who challenged them to think differently and open their eyes and mind to different perspectives. While each of us develops at our own pace, this type of influence can have many positive and lasting effects.

What a Mentor Does for a Mentee

      • Takes a long-range view of your growth and development
      • Helps you see the destination but does not give you a detailed map to get there
      • Offers encouragement and cheerleading, but not “how-to” advice

What a Mentor Does Not Do

      • Serve as a coach or instructor
      • Function as an advocate of yours in the organizational environment such as your boss would; the relationship is more informal
      • Tell you how to do things
      • Support you on transactional, short-term problems
      • Serve as a counselor or therapist

The Mentee’s Responsibilities

When you first identify a mentor and establish a relationship, discuss and compare expectations for both the mentor and mentee roles. Clarify each person’s responsibilities, and the process the two of you will use going forward to communicate, understand career goals, follow through, and problem-solve if needed.

Make it your aim to maximize this experience so that you reap the full benefit while showing gratitude and respect to your mentor:3

      • Focus on being coachable and open to hearing feedback from your mentor whether or not it’s positive.
      • Don’t be afraid to ask for unvarnished advice or critiques. Practice your skills as a good listener, take what you can use, and leave the rest.
      • To provide structure for the relationship, specify upfront some initial career goals you have, such as learning specific procedures or processes, or preparing for a promotion, for example.
      • Discuss with your mentor how you can best measure the success and effectiveness of your working relationship together.
      • Make it a point to schedule conversations with your mentor, and keep those appointments faithfully.
      • As you commit to certain steps in your developmental progress or discuss taking educated risks to support the development of your career and move toward your goals, keep track of your discussions with your mentor and follow up specifically on those steps when you meet.

Brainstorm for ways that you can help to drive and maintain your relationship with your mentor. While your mentor invests his or her time to help you, you must also participate and actively pursue learning.

The Bottom Line

A mentor can make a real difference in your career and life. Come to the relationship with realistic expectations about the role and a willingness to work hard. The impact of a mentor’s guidance and wisdom now may not be felt for some years to come, but you will realize its positive impact over time and go on to become a mentor to others.

Source: thebalancemoney.com ~ By: F.John Reh ~ Image: Canva Pro

 

Professional Development For Mentors

Continuing Professional Development (CPD) is essential for mentors. The suggested activities below have been designed to help you develop your mentoring skills and steward them intentionally and effectively.

Level 1: Learning about formal mentoring

    • Ask an experienced mentor to help you grow in your mentoring skills.
    • Read an article on cross-cultural mentoring and explore some websites that offer resources on mentoring. Check out our Resources page for inspiration.
    • Read a book on mentoring. You might want to see what is recommended on our Books page. Discuss your questions and reflections with your mentor. Explain how the book offers relevant insight for your work.
    • Reflect on the Personal Skills Inventory (FR: Inventaire des compétences personnelles), and ask someone who knows you well for feedback. Discuss what you have learned through this process with your mentor.
    • Explore a few personality tests (MBTI, DiSC, Enneagram, StrengthsFinder…), and reflect on what you are learning about yourself. Discuss with your mentor.
    • Choose a metaphor that best describes mentoring for you. Write a reflection on why you chose that particular metaphor and why it is especially meaningful for you at this time. If you share your reflection with us, we will be happy to post it on our blog.
    • Reflect on your previous experiences in mentoring (formal or informal) and explain how they have shaped you. Assess your strengths and weaknesses as a future mentor, and identify 5 strengths and 3 weaknesses. Discuss with your mentor how to work on the skills where improvement is most needed.
    • It is important for a mentor to be sensitive and supportive. Make a list of ways that demonstrate sensitivity and support towards a mentee in your cross-cultural context. Check with a friend from another culture whether your examples would work well in his/her culture. Discuss and note your reflections in a journal.

Level 2: Starting to practice formal mentoring under supervision

    • Reflect on the Mentor Traits and Skills (FR: Caractères et compétences d’un mentor) worksheet. Identify 5 strengths and 3 areas in which you would like to grow. With the help of your mentor, design a plan to work on those 3 areas you would like to develop.
    • Learn about coaching skills that can be helpful to you as a mentor (active listening, powerful questions, setting goals, giving feedback, etc.)
    • Start making a list of powerful questions that can be asked in different situations. Start memorizing a couple of them so that you may learn to use them effectively in new situations. If you need inspiration, you might want to look at this article on the use of questions in mentoring/consulting situations.
    • Under the supervision of your mentor, mentor one person in a specific skill for a short period of time. Ask your mentee for feedback on your mentoring. Identify 2 areas of growth and with the help of your mentor, design a plan to develop your skills in those areas.
    • Watch videos of difficult conversations between people. Analyze them and suggest ways to improve the communication between them in order to facilitate better interaction.
    • Look at mentoring case studies and discuss how the mentor could have supported the mentee better in those situations.
    • Write a personal, reflective case study about a mentoring experience. Analyze one aspect of mentoring it and then present it for discussion in your peer group.
    • Ask your mentee to give you examples of concrete ways you can be of support and encouragement to him/her.
    • Read a couple of articles about Dialogue Education and learning styles. Reflect on your own preferred learning style. Discuss with your mentee and with your mentor how what you have learned from your reading applies to your mentoring relationship(s). Note and explore cultural differences/preferences where you are aware of any.
    • If you work in a cross-cultural setting, explore how mentoring is done traditionally in the cultures around you. Note what you can learn from each culture’s approach to mentoring and how you can apply and share those insights in your context.
    • Write a short, personal reflection that explores how you have grown in the past few months in your self-awareness and in your understanding of your relationships with others. Reflect on your development as an emerging mentor. Reflect on your mentoring experiences, motivations, attitudes, and emotions, both positive and negative. Discuss your written reflection with your mentor.

Level 3: Working as a primary mentor

    • Practice mentoring in a variety of settings with mentees coming from different backgrounds. Keep a reflective journal of 5-10 meetings (re. educational approach, challenges, tensions, cross-cultural issues, authority style, coping strategies, etc.)
    • Experiment with different ways of formal mentoring (not just one-to-one).
    • Write up and evaluate 2-3 critical incidents in your mentoring practice. Discuss with your mentor.
    • Help others learn about formal mentoring.
    • Advocate for a formal mentoring program in your organization.
    • Having learned from your own professional and personal development journey, help others reflect on their unique contributions and their potential areas of growth in the workplace.
    • Participate in a coaching workshop.
    • Read a book on cross-cultural coaching/mentoring. Note your observations from the cultures you are familiar with. How can you apply this new knowledge to your mentoring? Consider how you might share what you have learned with others in your organization.
    • Read one book per year on mentoring/coaching/dialogue education/communication/intercultural studies. Share your insights with others in your context(s).
    • Create tools and/or teaching materials that can be used by others to support formal mentoring relationships. — We would be happy to share your work on this site so that many others may benefit from your creativity and expertise.

Level 4: Working as an experienced mentor who advises other mentors

    • Record and analyze a 30-min interaction between you as a mentor and one of your mentees. Reflect on what you can learn from the recording. Write a reflection on lessons learned and concrete changes you want to make. Support your arguments by using quotes from the recording.
    • Having learned from your own development journey as a mentor, publish your research and insights from your own context to make them more widely available.
    • Continue to create tools and/or teaching materials (especially in languages other than English) that can be used by others to support formal mentoring programs in intercultural settings. — We would be happy to share your work on this website so that many people may benefit from your creativity, wisdom, and expertise.
    • Lead a community of practice / Contribute in a community of practice on topics related to mentoring.
    • Ask one of your mentees to co-present or co-author with you.
    • Support the formal mentoring program in your organization. Be a champion for the initiative.
    • Facilitate mentor-training workshops in a variety of contexts.
    • Mentor other mentors. Help them have a bigger impact in their own contexts.

Source: mentoring-matters.org ~ Image: Canva Pro

Why Mentoring Is Important

Mentoring

Mentoring is not limited to one style, format or place. It can take place in a variety of spaces, such as the workplace or through academic institutions. Relationships can also be established through professional organizations. And some mentoring relationships occur informally amongst networks. Sometimes, mentorship is set up to support career growth and guidance. Sometimes, mentoring supports diversity and inclusion efforts. And sometimes, mentoring exposes young people to caring, involved role models.

But there’s no denying mentoring is important, and can make a powerful difference, providing important and honest feedback. It’s not only mentors and mentees who benefit from this collaborative knowledge-sharing relationship. Companies who initiate mentoring also see advantages when these relationships flourish. There’s a reason that a majority—71 percent—of Fortune 500 companies have mentorship programs.

Take a look at the ins and outs of mentoring, including what precisely a mentor does, what a mentee does, and why mentoring matters to a successful career, company culture, and beyond.

What Is Mentoring?

Mentoring allows people to learn from one another, providing a path to knowledge transfer. In the workplace, for instance, someone established in their career can share knowledge and insights, as well as offer guidance, to someone with less experience. In academic institutions, students can explore education and career possibilities with a mentor, while a recent graduate can get insight into how to chart a career path and connections for future employment. Mentoring at its core is the opportunity for people to learn from one another. It enables knowledge transfer between two or more people for the benefit of all.

Mentor Definition

There’s a wide range of things a mentor can offer a mentee. Mentors can listen, share advice, ask thought-provoking questions, and more, including:

      • Provides a sounding board: Mentors can listen to their mentees’ concerns and brainstorm ideas and suggestions about their future career. Mentors can also share feedback and response that might help crystalize a person’s path forward in a particular situation or in regards to a career trajectory.
      • Gives advice: Mentors directly offer recommendations. They can suggest professional development priorities, help mentees establish goals, and identify resources. Mentors can also be helpful in the interview or promotion process, offering feedback on resumes and cover letters, as well as tips for acing an interview.
      • Shares inspiration and encouragement: Peeling back the steps someone took in their career can be illuminating. Mentors share knowledge on both a small scale (the nitty-gritty of workplace successes) and a large scale (how to build a successful, fulfilling career). Mentors can also offer encouragement, acting as a cheerleader for a mentee’s goals and dreams.
      • Offers networking opportunities: A mentor can make introductions to people who can be helpful in a mentee’s career, share opportunities, and recommend events and stretch assignments that will expose a mentee to important information and connections.

Mentee Definition

The mentor-mentee relationship is a two-way street. Mentees can provide feedback and new perspectives to mentors while helping them work on their leadership skills and growth. As with mentors, a mentee’s role will vary, but some core actions on the part of a mentee include:

      • Steering the relationship: Mentees should be clear on what they hope to get out of interactions and drive conversations and interactions. Establish the meeting times and meeting modes, and come up with questions, specific requests for advice, and proposed topics of conversation.
      • Being mindful: By being on time, prepared for meetings, and professional, mentees can show they value the time and efforts mentors are providing.
      • Taking and giving constructive feedback: Hearing about what you’re doing well is a lovely experience, but getting notes on what needs improvement or should be adjusted can be harder to take. Still, mentees should respond to feedback—both positive and negative—with openness, since this is ultimately useful information intended to help with growth and future success. Similarly, they should be prepared to give their mentors the same candid feedback. This assures that both parties are learning from each other.
      • Following through: After getting suggestions, recommendations, introductions, and so on, mentees should follow up with the appropriate actions, and be prepared to give updates at subsequent meetings. That is, if a mentor sends an intro email between a mentee and someone in their network, mentees should respond promptly and appropriately. This helps validate the work and effort on the part of the mentor and continues the good rapport within the mentoring relationship.

The Impact of Mentoring

There’s real ROI to the mentor and mentee relationship, for everyone involved. Here’s a brief look at the benefits.

Why Mentoring is Important for Mentors

      • Develop and refine skills: Mentors will learn to be organized, share information clearly, and guide someone else to grow personally and professionally. Mentors also build their acumen in leadership and management.
      • Give back: Lending a hand can feel gratifying and meaningful. Plus, it’s a big compliment to be someone’s source of wisdom.
      • See what’s next: The knowledge-sharing in this relationship goes in both directions. Not only do mentors get access to the concerns and priorities of younger workers, but they might get a hands-on look at new technology or ways of operating.

Why Mentoring is Important for Mentees

      • Gain support and knowledge: impactful mentoring provides mentees with advice, wisdom, and encouragement, as well as new skills and institutional knowledge.
      • Become more productive employees: Feedback and guidance from mentors can improve workplace performance.
      • Improve their career and earnings: Participating in mentoring can lead to a salary increase and promotions, according to one study, while another study pointed to an increase in job satisfaction.

Why Mentoring is Important for Organizations

      • Increase loyalty and decrease turnover: Mentoring can help increase retention. Deloitte notes that 68 percent of millennials with a mentor plan to stay with the organization for five years (compared to 32 percent of millennials who do not have a mentor).
      • Builds skills: Mentoring matters in building much-needed skills and knowledge. Employees are eager to grow on the job, so not only do companies gain the benefit of a more skilled workforce, but they provide workers with something they want.
      • Increases employee engagement: A Moving Ahead study found 82 percent believe that mentoring relationships help foster meaningful connections between mentors and mentees, across departments and the organization.
      • Builds company culture and loyalty: Mentoring can integrate employees with company culture and make employees feel invested in by the organization.

Benefits of Formal Mentoring Programs

By setting up checkpoints and structure, a formal mentorship program allows mentors and mentees to have a relationship that’s productive and beneficial to all involved. The structure and accountability provided in formal programs—such as defined goals, mentor/mentee training, and an established platform of communication—elevate the connection beyond the confines of informal mentoring. Plus, with a formal program in place, more mentorship relationships can flourish, particularly with people (employees and students) who are traditionally underserved by mentoring of an informal nature.

Mentoring is important in today’s hybrid workplace. And while the format or method of the relationship between mentor and mentee may have shifted, the fundamental goals and advantages remain the same. There’s a great power that can be unleashed when sharing knowledge and skills between those who want and need it most.

Why Mentoring Matters, and How to Get Started

Mentoring

Professional mentorships used to be the workplace norm, but today they’re hard to find, even though they matter more than ever. Here’s how to find one, and how to get the most from it.

My first desk had an inert hand grenade in one corner and a notebook in another.

As a public relations assistant to Kathy Hochul, the Erie County clerk at the time, my job was to make the office (and by extension, Ms. Hochul) look good. The grenade reminded me that it took decisive confidence to do that well. And the notebook contained advice on how to develop that, much of which I’m still learning.

When Ms. Hochul gave me my first real job, she also taught me how to function in an office. She coached me on how to make myself heard in a roomful of older, more experienced professionals. As I leaned over her shoulder, she edited the materials I wrote for her, honing and sharpening my voice. And when I left her congressional campaign before the election to take a job as a newspaper reporter, she championed my decision.

“I want the women that I mentor around me to see those possibilities, how they can make a difference when someday they’re in charge,” Ms. Hochul, now New York’s lieutenant governor, said. “I want them to have a more expansive view of their potential. And to me, mentoring is all about letting them see and then helping them find the path to get there.”

While mentoring benefits all participants, it is especially important for young women. A 2015 study from the University of California Haas School of Business found that women gained more social capital from affiliation with a high-status mentor than their male counterparts did. The Department of Labor reports that today, 57 percent of women participate in the workforce. As workforce demographics continue to change, encouraging mentors and mentees to seek one another out might be more important than ever.

Mentorship advances careers. A study in the Journal of Applied Psychology found that people with mentors are more likely to get promotions. That’s no accident. Jenni Luke, chief executive of the national teen mentorship organization StepUp, knows that those relationships can help propel young women to success.

“When I go into a room full of people and I say, ‘Raise your hand if you’ve gotten your job through somebody,’ every hand goes up,” Ms. Luke said. “Every single person on earth has the social capital, and you want to use it with intentionality.”

When mid and senior-level employees choose to mentor someone newer to the workforce, they can boost people who may not otherwise have those opportunities and help level the playing field.

Many companies are “hiring in these kinds of closed networks,” Ms. Luke said. “And unless you’re willing to really understand that and open up your networks,” she added, “the network of folks coming into jobs continues to narrow.”

Mentorship also exposes both parties to new ideas and perspectives. Arlene Kaukus, the director for career services at the University at Buffalo, said she believed that was becoming more and more important, as workplace demographics continue to change.

According to the Bureau of Labor Statistics, by 2024 less than 60 percent of the workforce is likely to define itself as “white non-Hispanic.” Latinx people could comprise 20 percent of the labor force in 2024. The proportion of African-Americans in the workforce is also projected to rise, to 12.7 percent in 2024 from 12.1 percent in 2014, and the proportion of Asians to 6.6 percent in 2024 from 5.6 percent in 2014.

“The importance of being able to see things from different people’s points of view based on their life experience, their culture, their ethnicity, their gender, becomes even more important,” Ms. Kaukus said.

Ms. Luke emphasized that mentoring should not be paternalistic. “It’s very much reciprocal, and there’s so much to be learned from the younger generation,” she said. Both sides are “meeting different types of people, understanding different experiences, and really growing their own network of young, up-and-coming professionals to be able to support or to be able to offer opportunities.”

Ms. Kaukus, who also volunteers as a mentor to international students, said she also learned a lot from those she mentors. It affords mentors “an opportunity to reach back and continuously develop talent and payback for the wonderful extension of mentorship that perhaps they were granted at some point in their career,” she said. “I think that is a powerful motivator. And it’s also a powerful benefit for the mentor.”

While formal mentorships used to be de rigueur in the business world, they have fallen by the wayside. A Harvard Business School study on mentoring found that every professional over 40 could name a mentor, but only a few younger interviewees could. The solution: reimagining how employees find mentors, and how those relationships function.

Katherine Brodsky, a freelance journalist, and director of Random Minds PR, started a private mentoring group to help people feel connected to others at all stages of their careers. “Often, knowing how to get from Point A to Point B is mystifying, but when you see people who have succeeded in your field and get to learn about their journey, it takes the mystical element out of it,” she said.

In particular, seeking mentors outside your team at work can provide a “safe space” to ask questions you might not feel comfortable asking a manager or someone to whom you report directly. That open, honest relationship can help people feel more supported both at work and, as Ms. Kaukus pointed out, in life.

Source: nytimes.com ~ By: Lizz Schumer ~ Image: Canva Pro

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