Baking&Snack - December 2011 - 32

MENTORING Q&A

one sentence from this article: “A good sponsor will coach you on your performance and train a spotlight on you so that everyone takes note of your abilities and potential.” Does mentorship tend to be more successful or prevalent in large companies or small? Why? Some large companies have wellstructured and long-standing formal mentoring programs. Frequently, these programs are tied to specific metrics with which the company is grading itself. For example, if promotable women are scarce in the organization, as was the case at Kraft Foods Operations in the 1980s and 1990s while I was there, the mentors might be measured by the number they mentor in that cohort and changes year over year. Structured programs provide strength to newly hired bakers because they emphasize mentoring, provide time for it and create a roster of potential mentors. But sadly, many become stale over time and may even become a “check off the box” type exercise for everyone climbing the company’s ladder. And not every advancing manager is cut out to be a mentor. Interestingly, it is the smaller companies that can benefit the most from mentoring. In small companies, especially those growing in different directions or at a fast pace, individuals are thrown multiple tasks and new work. They are often asked to examine and take risks but do nothing totally unproven. Their “open to listen” attitude is devalued if their body language is poor, and they don’t understand why. And in a small company, there is no other division or geography to be traded to if an individual’s career is derailing. Some studies have shown that change and fast growth, especially in small companies, make employees a little more conservative and a little slower. Mentoring can help to overcome this reaction as well.

For women in particular, is it advantageous to have a mentor of the same gender? Why or why not? I was waiting for this gender question! Usually, it is the first one asked. I am told by a very senior woman of color in our food industry that when she is posed this question it focuses more narrowly on whether women of color benefit from mentoring by other women of color. Since we have discussed it quite a bit, I can share that my friend and I answer this query the same way. First and foremost, the most important thing for a protégé to get right in her mentor is the personality fit, the high level of trust, the mentor’s savvy and respect for the culture in which the baker is navigating, and the overall bond between the baker and her mentor. Age, color and gender fall way down on the list. That said, we know that being a woman brings unique perspectives and also unique challenges for ourselves and our companies. A female mentor’s gender-affected experiences could help to guide the younger protégé as well as create a unique affinity bond between them. One of the most effective mentoring relationships I experienced was with Elga Wasserman. This PhD chemist, who subsequently went back to law school mid-career, took on the role of mentoring and advocating for my cohort of the 400 first women to attend Yale College in the fall of 1969. She touched, guided and advocated vigorously for us, drawing on her life experience as a trailblazer who had been one of only a few female science PhDs in her own cohort. My most effective personal mentor was Dick Bailey at Kraft Foods, who helped me master operations within a colossal food company. I am equally indebted to both of these exceptionally talented mentor/sponsors, one female and one male.

How can people who are new to the industry find a mentor? If you are new to our baking industry, ask around your company. Is there a formal mentoring program? Are there individuals within your company known by other newcomers to be “great at guiding and explaining”? Is there someone a few years or grades above you who recommends a specific individual who nurtured her career? If there seems to be no one within your company and you look outside for a mentor, two words of caution. First, you will both need to make the time. Second, the mentor you choose should be someone who understands your company environment. What advice do you have for someone seeking a mentor? As my mom would sometimes remind us growing up, “It takes two to tango.” Effective mentoring, like the tango, takes the full engagement of the mentor and the protégé. If you are entering a mentoring relationship, be ready to turn on your “high beams” and be totally engaged. If it is a bi-monthly cup of coffee or a monthly sandwich chat, prepare for it. Think about it. Think during your meeting. Think about the advice after you meet. Think about how to nurture your mentor’s understanding of your challenges and her relationship with you. Like new products in our bakeries, mentoring relationships also need refreshing. Think about how to refresh your relationship so your mentor remains equally engaged and excited about his role. And enjoy participating in one of the most effective ways we know to coach and grow new strong players in our bakery industry. ◾
For more on the subject, subscribe to Baking & Snack’s Operations Update e-newsletter at www.bakingbusiness.com.

BAKING & SNACK / December 2011

www.bakingbusiness.com

http://www.bakingbusiness.com http://www.bakingbusiness.com

Baking&Snack - December 2011

Table of Contents for the Digital Edition of Baking&Snack - December 2011