How to take your mentorships to the next level

Set goals and milestones along the way that are achievable and reasonable, said Griffy-Brown. “You might want to improve your skills in a particular area or receive guidance on a major decision or challenge you’re facing. Figure out where it is you want to go and put that against an agenda for optimum growth,” she said.  

“It’s important to make sure you translate your goals into SMART goals that are specific, measurable, attainable, relevant and time bound, and articulate the value of achieving those goals through mentorship.  

“Keep in mind that your expectations should be realistic for the time you’ll spend in the programme. Take the time to understand what you can realistically achieve and talk to your mentor if you’re unsure what will be feasible. Talking through your goals to figure out the steps you’ll take to achieve them is a valuable part of the relationship too.”  

“To make the most out of your mentor relationships, you have to develop a level of trust between you. This is about maintaining confidentiality, keeping your commitments, listening to and remembering the wisdom that your mentor imparts and making use of the opportunities and resources provided to you,” Griffy-Brown said.  

“If your mentor can see that you’re serious about your ambitions and you are making the most of their time, they’ll be much more willing to help you and impart as much wisdom as they can.” 

Arguably the most important aspect of a strong mentor relationship is appreciating everything you learn from your mentor including their differences, says Griffy-Brown. 

“You might find that your mentor has a different approach to leadership or career development than you’d expect. Be appreciative of that diversity and at the same time, know that difference of perspective is important,” she said.  

“Think of your mentor as a learning facilitator rather than an expert, because they can guide you to other people and provide resources to help you. Seek discussion rather than input or advice, as this shows an extra level of respect for your mentor. Stay true to yourself and find value from a different lens. 

“Some of the most important mentor relationships I’ve had were with people who are completely different to me and I don’t think I would have set out to be matched with them.” 

“Communication is going to be important throughout the process and expressing your appreciation for your mentor’s time is part of that,” Griffy-Brown said. “It goes along with building trust and showing results from the lessons you’ve learned. 

“If you demonstrate an active commitment to your own professional development, show results from your efforts and express the role your mentorship played in that, you’re in for a fruitful relationship built on trust and shared value.” 

As we navigate the complexities of a turbulent 21st century workforce, Dr Griffy-Brown suggests approaching mentorship with the different seasons of your career.  

“It’s helpful to see it as a season of change. Whether you’re in a mentorship programme or seeking someone to mentor you individually, there is wisdom in seeking this type of growth from different mentors throughout your career development,” she said.  

“There are bound to be times of challenge as you move up in your career and into leadership roles, so entering mentor relationships periodically through your career can be a helpful way to come unstuck, and to collect the lessons and guidance of various people along the way.”  

“Most MBA programmes will have a large alumni network or strong industry contacts, but how are they enabling students to grow and connect through mentorship? Are there initiatives that are designed for this type of self-awareness and development? 

“These are the questions I think students should be asking as they make the significant investment in themselves and their educational future,” said Griffy-Brown.  

At Pepperdine Graziadio Business School, MBA and Executive MBA students can sign up to a mentorship programme with an executive mentor and can also choose to mentor the school’s undergraduate business students. Each year, the programme reaches full capacity and "the results are remarkable," said Griffy-Brown.   

“When you're on an MBA programme, you might have a family, elderly parents or changes in job opportunities. A lot is going on, so it’s important to not only have your cohort to lean on but someone whose job it is to help you reflect on yourself and become the leader you want to be.” 

“That person observes you walking through your programme and can ask ‘have you tried this’ or guide you to the right support. Sometimes your faculty can be mentors, too. So how well do you get to know your faculty? 

“In my classes, I give my students my cell number to contact me at any time and they do. It's not just a LinkedIn relationship. It's helping them through this class and for those that are interested, I'm delighted to take on the role of mentoring that we've been talking about.”  

Dr Charla Griffy-Brown is an accomplished professor, board member and consultant. She’s Senior Associate Dean Executive at Pepperdine Graziadio Business School.