Peter Drucker’s 9 Functions of a Mentor
I don’t care who you are or what you do. Be a mentor. Have a mentor.
Don’t worry if you don’t understand mentoring. Just go engage in one of the nine behaviors that follow.
9 functions of a mentor:
- “Define the landscape.” Focus on details to get things done – see the landscape to plot a course. Mentors are fresh eyes.
- “Expose ‘white space’ – define opportunities – what is needed now.” Passion disconnected from meeting needs is wasted. Sincerity is not enough.
- “Clarify strengths and capacities.” Tapping untapped strengths represents new directions, deeper fulfillment, and greater fruitfulness.
- “Identify incorrect assumptions.” Listen for limiting beliefs.
- “Encouragement to ‘go for it.’” Great mentors inspire action. Dreaming big is only a beginning. Dreams without action drain vitality and affirm helplessness.
- “Help sort out the right strategies.” Mentors bring strategic thinking to your personal strengths and individual passions.
- “Affirm results.” Success creates focus, fuels motivation, and confirms direction.
- “Point out wasted effort.” Stopping is harder than starting. One the most challenging lessons in leadership is learning that trying harder doesn’t work, if you’re stuck. Mentors point out spinning wheels and flying mud.
- Establish “gentle accountability.” Accountability in mentoring relationships is an agreement. It’s not imposed by dictatorial mentors.
(The 9 functions of a mentor are adapted from, “Drucker & Me,” by Bob Buford. Drucker did not list these 9 functions. They emerged in the mentoring relationship.)
Go:
There is someone in your circle who needs you now. Don’t wait for permission, go mentor them. Just do it. Perhaps they’re spinning their wheels or unaware of their strengths.
Stop waiting for a mentor. Go be one.
Consider an approach that suits them and go expand their world. Your efforts will enrich both of you.
What mentoring tips can you offer?
The book:
I highly recommend, “Drucker & Me,” It’s a personal look into a lifelong relationship between Bob Buford and Peter Drucker. It’s a leadership book with heart.
In addition, church leaders will enjoy the large sections of this book that are relevant to their work.
Drucker cool.
For me I keep it simple.
Mentors do 2 things and two things only
1. Listen
2. Lead by example
Everything else egotistical bloviating and a colossal waste of time.
SP
EA
Thanks Scott. That’s too narrow for me. But, go for it.
Love Scott’s simplicity version. My best mentors were like that while a few self-professed mentors…. not so much. Thanks for recommending the book, Dan. Stay safe, Always Care.
Thanks Paul. The issue of arrogance and being a know-it-all is an issue for sure. (That’s what I thought of when I read, “self-professed mentors.”
Dan, I agree too narrow, mentors give Hope to the Hopeless, wealth of knowledge to the seekers, guidance to the lost, light where there is non, feelings of joy to the sad!
Thanks Tim. Inspiring hope is one of the greatest gifts we can give.
Well put. I’ve been lucky to have some great mentors and to serve as a mentor to two awesome people with whom I’ve really developed some great friendships. The fine line in #5 has always intrigued me – and I’ve yet to master it – that is, encouraging people to go for it and chase dreams while also being careful not to seem like you’re running their life for them. Great post, Dan. Thanks for the book reco as well.
Thanks Brandon. I feel the danger of the interventionist mentor in your comment. In the end, any “going for it,” is something mentees want to do for themselves, not for the mentor.
How about “uncover (and encourage) potentials in others…”
Thanks Ken. Tapping into untapped potential is awesome.
Dan,
First off, I find value in all the subjects you post!
I found today’s topic especially interesting as I have sought out mentors within my organization and have mentored others in the process without necessarily realizing it!
I found the post to be an excellent reminder of what mentors “Do”.
Thanks and keep up the great work.
Terrence
Thanks Terrance. Perhaps we make the whole thing too formal?
I’m all for a formal mentoring relationship. But, I’ve been mentored by many, who had no idea they were being a mentor.
WAY too many “tools” or “trainings” take simple things and make them seemingly complex — maybe so as to impact the ego of the creator. Simple concepts become books and simple tools become Certifications.
Why can’t tools be simple tools instead of being worked and processed and packaged in order to clarify and exemplify the apparent conceptualistic innuendo and formal forbearance embedded into the pedagogical gobbledegook enfranchised in the cosmological luminous volumentary of the author’s encapsulated complexity? (Ya think?)
Just Do It!
Drucker was a simple thinker, like Deming. They saw the core stuff and framed it up in simple language. (Heck, even the list is an attempt to add some complexity to the 9 ideas!).
Someone out there wants to take the 9 and make an acronym. Someone else will expand into an article.
Just DO It!
97.3% of the people will appreciate the help. Mistakes can be made but corrected. Do it.
Max DePree, another one of those simple thinking leaders, said:
“We cannot become what we want to be by remaining what we are.”
Just DO It!
.
Dear Dan,
What a great list of functions for mentoring. Each one is powerful. I would add some more tips here. Flexibility and acceptance is important fabrics of mentoring. Arrogance and “know all” attitudes are great impediments. It is utmost necessary for both mentor and mentee to be understand each other. They need to sometimes, adjust, modify and accept what other say. If each party thinks that he or she is better equipped, then problem may grow. It is even more important from the mentee point of view, to remain flexible and understanding about the mentor.
.I would like to suggest “Trust” as a tip for mentoring. There has to be mutual trust between mentor and mentee. And this trust has to be unconditional and conditional both. Unconditional in a sense that mentor does not have any hidden motive. Conditional in a sense that mentee has to abide by suggestions without breaking trust. He has to keep trust level always high. This is the core of any relationship.
Is it available on Kindle?
Drucker & Me on Kindle
Danke! Shall buy
#1, and #6 – The company I work for requires navigating several informal and a few formal networks which which is very confusing, often baffling, to younger folks.
#3 is a very significant one as well, since so often it’s easier to see strengths in others than it is to see in ourselves.
At this point in my career, mentoring is, by far, THE most rewarding activity that I do. I also love the energy that the younger staff bring to the workplace every day which helps to keep me young at heart and also keeps my thinking fresh.
Mentoring works both ways for me.
Thanks Dan for another great post!
I completely and whole-heartedly agree Dan! Everyone should be and have a mentor(s)
Diana
I love it! Being accountable, owning the problem and solution absolutely belongs to the person being mentored. Re:#9, Is the intent to gently help the person being mentored know they are accountable? Otherwise, I’m not sure I understand why gentle precedes the word accountability. To me, it’s like saying you are “kinda” committed. Maybe I should read the book. 🙂
Thanks for a great post.
“Listen for limiting beliefs” is a game changer. Here is a podcast on reversing limiting beliefs. http://Www.constructionleadingedge.com/015