By Kelley Reynard

Today’s fast-paced, rapidly changing technological world, where everyone wants to see results and success fast, has seen a shift in the way people go about business. People are impatient and feel that they need to get things done in the limited time they have available. This also translates to leaders as mentors, and the way they want to achieve wins and goals with speed and pace. Chip Bell, author of Managers as Mentors, specifies that this solutions-oriented way of thinking can render ineffective when there is too much focus on the level the protégé needs to be, instead of focusing on where they currently are. If the mentor is rushing to the outcome, the quality can be lost. Although demands of the business environment today don’t allow for a long leisurely mentoring relationship; however time does need to be made to ensure the quality of the learning process is not compromised.

Bell outlines how those in leadership positions can serve as mentors, particularly with employees they directly supervise, and describes the benefits of the protégé learning directly from a mentor and the direct impact it can have on their performance.

Interested to continue reading about Bell’s view of the SAGE model of mentoring and how an organisational culture of mentoring needs to start from the top? Then please click the following link http://www.inc.com/peter-economy/if-you-arent-mentoring-you-arent-leading.html