Just-in-time mentoring
In my work coaching leaders, I often find that what they’re seeking is less about lessons and learning, and more about practical and pragmatic application. I come from a family tradition of trade training (two generations of Boilermakers) and one of my sons is a qualified Brickie. I grew up hearing about the value of learning directly from someone who already has the skills you seek, who’s been there and done that, which is the basis of the apprenticeship model.
Mentorship is also a model that is designed to harness the practical advice and skills of someone who shares their experience with you, helping you benefit from the lessons they’ve learned on the path you now tread. Mentorship is generally a longer term relationship with a holistic focus, often extending beyond a particular role, taking a whole-of-career or indeed whole-of-life perspective.
Not too long ago I was working with a client who manufactures an iconic product, a brand which is a household name we all grew up with. They create tailored, made to order products and I was marvelling at their sophisticated Just-In-Time supply chain and manufacturing processes.
Can you see where I’m going with this?
The essence of mentoring is that it distils the knowledge and wisdom with the knowledge and experience you need, delivering it personally in a way that’s totally tailored to your need and context. And so Just-In-Time Mentoring was born.
The process is simple and it can be used to develop any of the key capabilities you need as a leader. In the past week alone I’ve seen clients use it to develop networking and relationship building, decision making, strategic alignment, and creating accountability.
Here’s how:
Define the area you want to develop, be specific and keep the focus clear. What ability, if you were to lift the bar on it right now, would have the biggest impact on your effectiveness in the next 6 – 12 months?
Who do you know who excels at this capability? We’re not looking for a balanced all-rounder here (which is gemerally a desirable characteristic in a mentor) but rather a guru in this one particular skill or trait. Identify the top three most capable people you know, with the most consistent track record of demonstrating this skill or ability. Ideally, seek at least one person inside your current organisation and at least one outside. The key criteria are that you know them, that they know you, and that they know their stuff.
Go get a coffee with them, explain what you’re doing, the specific skill you’re seeking to develop, and tell them upfront that you reckon they nail this. Tell them a little about the context, why you’re seeking to develop in this area; why now, to what end? Then ask them this question….
“If you were to suggest three things I could do, three bits of advice that would have the greatest impact on my ability to … (insert your chosen skill/capability), what would they be?”
Sometimes it’ll make sense to give them some time to get their head around this, to give you a more thoughtful and considered response, in which case invite them back for a second cup of coffee (your shout) next week to give you their answer.
This next step is key
Do nothing until you have responses from all three of your chosen experts, nine pieces of feedback in total. Now synthesis or pattern it, almost without fail there’s a theme, a thread that runs through their suggestions. Though they may use different language or give different practical examples, more often than not there’ll be a single issue that all three have highlighted and often 1 or 2 of the other suggestions are also related to this in some way.
This meta-analysis surfaces your target for development, your sweet spot or leverage for change. Now focus exclusively on this, sharpen it, refine it into an action plan, state it as a S.M.A.R.T goal.
Now, as the guy from Nike says, “Just do it.”
That’s Just-In-Time mentoring.