MHI Solutions - Volume 4, Issue 2 - (Page 113)

EDUCATION Mentoring: A Good Investment BY DANIEL STANTON, MHI VICE PRESIDENT OF EDUCATION AND WORkFORCE DEVELOPMENT W hen was the last time that you stopped to think about the journey that brought you into the supply chain? I speak to students frequently, and I end up explaining my journey pretty much the same way each time. Instead of telling the real story, I just list the sequence of jobs that I've had. Who cares? The important information is not the jobs ... it's why I took those jobs in the first place and why I left them when I did. What was it about those jobs that got me from point A to point B to being a supply chain professional? Looking back on it now, in every case, the answer is "mentoring." I've been blessed with great mentors who have played a vital role in influencing my career and my life choices. There have been times when mentors guided me toward opportunities and challenges that I would not have thought to tackle on my own. In other cases, they saved me from big mistakes. And, of course, there have been plenty of times when I ignored their advice, did it my own way and paid the price for it. But even in those cases, I learned more from my mistakes, and learned it faster, because of my mentors. Now that I'm at a point in my career where people are asking me for guidance, I take my mentoring responsibility seriously. It is not about "paying it forward;" rather, I am repaying the debt that I owe to the folks who invested their time and energy in me. Most of us have a sense of what mentoring is and wouldn't argue against it. But there are a lot of misconceptions, too. Understanding these five points can help to maximize the value of mentoring: 1. Mentoring is not supervising. As a manager, your job is to train people on proper procedures, supervise what they are doing and make decisions that they will execute. But as a mentor, you are helping someone figure out how to make a decision on their own, using their own judgement and then getting out of the way. You can't tell them what to do, and you can't make the decision for them. And they will make mistakes. But as they get better at making decisions on their own, their value to the organization increases. 2. Mentoring is not free. The minimum cost to support the mentoring process is the cost of each person's time. And let's be clear, the cost of their time should be measured by the amount of value they could create in that time, not just their hourly wage. On the other hand, the benefits can be enormous. Mentoring can help to develop better communication, strengthen corporate values and improve professional judgement. And that applies to both the mentor and the mentee. Not only can mentoring help a Baby Boomer share their wisdom with a Millennial, it www.mhi.org * MHI SolutIonS 113 http://www.mhi.org

Table of Contents for the Digital Edition of MHI Solutions - Volume 4, Issue 2

CEO Update
Emerging Technologies Produce Business Benefits and Talent Challenges
Developing a Talent Management Strategy
Collaborating with Education
Love your Supply Chain Career?
The Power of Mentoring
Eleven Ways to Diversify the Supply Chain: Insights from the Field
How Do You Build A Successful Career in Supply Chain?
Donated Equipment Gives High School, Community College Students Hands-On Experience
Industry Focus: Retail
MODEX 2016
2016 MHI Innovation Award to be Presented at MODEX 2016
Industry Trends
Economic Market Analysis
Education
The Jobs, Wages, Output and Taxes of the Supply Chain
Safer Handling
Solutions Group Update
Fulfillment Update
Solutions Spotlight
Scholarship Winners: Where Are They Now?
MHI News
Calendar
Index of Advertisers

MHI Solutions - Volume 4, Issue 2

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