Cross-Mentoring. Shouldn’t you start?

by admin on February 4, 2013 · 0 comments

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Many new managers (mentees) are new in their field. Most still have to learn new processes and structures. Cross-mentoring helps a junior employee to better integrate into an unknown firm culture and teaches them how to personally set goals. An experienced manager (mentor) helps to promote and advance a mentee in their personal and professional advancement, as well as preparing them for potential future circumstances. The best part about cross-mentoring: it takes place across company boundaries. The mentor and the mentee are from different organisations!

Cross-mentoring in an organization is an ideal instrument to specifically and cost-effectively develop internal personnel further. Cross-mentoring allows different companies to “cross” one another, consequently resulting in a long-term exchange and knowledge transfer between the different organizations.

Organizations which allow their junior employees to take part in cross-mentoring schemes mainly profit from an increase in employee productivity, as tasks will be addressed by the employee in a target-oriented and motivated manner. Cross-mentoring encourages junior employees to develop themselves further: trying, experimenting, making mistakes and learning are expressly desired in cross-mentoring.

Who should consider cross-mentoring within an organization?

It is logical to create a cross-mentoring program with an organization when:

  • The organization is too small to initiate their own mentoring program.
  • The organization wants to learn other fields. Mentoring in an organization can support and help to find out how other organizations conduct and solve problems and difficult situations.
  • Leadership skills could improve. It can provide worthwhile experience to exchange with a mentor, as their own leadership will be reflected in that individual.

Cross-mentoring is often adapted within an organization to help support aspiring female employees. Women should be encouraged within an organization to break through the “glass ceiling.” The glass ceiling represents the difficulties of qualified women reaching the highest positions within management, as they often reach and remain stuck in middle management later in their careers. With assistance from a cross-mentoring program, women can be made acquainted with top level management. They can learn the rules of the game, and how their organization can function to its best.

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