“One chief executive tutors another. A mother on flex time shows her younger counterpart how to mesh career and family. Working together on a short project leads an older man to push his younger self to follow in his footsteps. Young people flooding into the work world often need someone to advocate for them: guidance on how to navigate office politics; how to balance work and a personal life, and direction figuring out a career path.”

There are stories out there about mentors and what they can do for you. The important difference in this story is the description three different ways that mentor and protégé connected.

One pair was matched up by a formal mentoring program at their professional firm. Formal mentoring programs are a bit of a crap shoot. Most don’t weed out potential mentors who just don’t want the job. Very few allow you try again if a mentoring relationship isn’t all you want it to be. Just remember that formal programs do work for lots of people.

A second mentoring relationship grew out of a chance meeting while waiting for the elevator. That sounds like just good luck, but I’m betting that the protégé part of the team knew he wanted a mentor and had an idea of what he was looking for. As Pasteur put it: “Chance favors the prepared mind.”

Look down the path. The third story in this article is about an entrepreneur who was looking for someone who had already done what he wanted to do. The result was a mentor who also became a business advisor and investor.

If you have an idea of what you want to learn, you can find a mentor. The odds go way down if you don’t

And there are lots of ways to find a mentor. There’ll be a new and innovative way here at Momentor soon. Watch this space for details.

“When I was in college, I had a professor who said we all will meet three people who can dramatically change our life’s direction. Miss these interactions, miss the opportunity for change/success. At the time, it sounded like a quest to find the genie in the bottle or a game of charades. However, the thought stuck with me and I was always on the lookout for these conduits of change.”

That’s great advice. There will be at least three people in your life who can help you change for the better. You’re more likely to find them if you stay on the lookout for them. Here are some things to look for.

Look for someone who’s more experienced than you. When I started out in business, forty years ago, I’d have said, “older than you.” But the world has changed since then.

Today, we expect younger people to know things that older people may not. The person who knows what you need to know may be older or younger or the same age. It might be a man or a woman.

He or she doesn’t even have to live in the same physical space as you do. One of my most energizing mentoring relationships is with a woman I’ve never met in person. The net makes things possible.

Look for someone who likes to help people. It doesn’t matter what they know if they don’t enjoy helping you.

Mentors used to be the only option. Today you can consider hiring a coach to help you with almost any aspect of life or business.

Toward the end of the article, Mr. Beyerl says: “Who knows? My true big break may come in the future when I meet a bright, ambitious kid and provide meaningful mentoring of my own.”

I hope that happens for him. I’ve been both a coach and a mentor. It’s incredibly rewarding

I’d only add one bit of advice. Don’t worry about the age of either a mentor or protégé.

The News and Observer story, “A ripple across America’s classrooms,” reported that students in classrooms with TFA teachers “performed better on math and science end-of-course tests than did students in other classrooms.” Among several factors that drive this success was TFA’s mentoring program.

“The summer before they enter their first classroom, corps members undergo intensive training and then are followed closely with observations and meetings with their program directors and fellow teachers for the duration of their two-year commitment. By contrast, most novice teachers coming from a traditional teacher-education program are at the mercy of whatever mentoring programs their school districts offer, which can range in quality from excellent to absent.”

That sounds like strong proof that mentoring can help you succeed even a tough environment like a classroom in a poor district. It was supported by an Arizona Republic article titled “Mentoring program helps new teachers defy odds,” that looked at teacher mentoring through the eyes of a single teacher. Here’s a quote from that story.

“Had it not been for a mentoring program, Mia De La Rosa might not have survived. The Sevilla West School teacher defied the odds by remaining in the classroom for at least three years. Nearly one-third of new teachers quit across the country during their first three to five years on the job. Many blame poor working conditions, according to the National Education Association.”

In education or any other field, mentoring can help you succeed. Whether you define success as overall achievement of objectives, or through the success of an individual teacher, it’s clear that mentoring works.

That’s why you need to find mentors to help you. That’s what Momentor is about. We’re building a site where you can find mentors and other resources to help you no matter what field you’re in, what Career Path you choose, or what Career Stage you’re at.

Today, he is the CEO of SmarTECHS, a Chicago-based IT firm that provides full-service, innovative technology solutions for national and local clients in both the private and public sectors. He’s been featured on the Hispanic Entrepreneur blog. He was named Illinois Small Business Person of the Year. It wasn’t always easy.

He grew up in Pilsen, right outside of Chicago. The UIC Neighborhoods Initiative web site tells us that “In addition to poverty and related social problems, Pilsen residents must cope with high levels of violence.”

Burciaga saw entrepreneurship as a way to help himself and his family. He had a strong work ethic that came from his family and culture. What he didn’t have was know-how.

That’s where the second man I referred to came in. His name is Richard Wallace, president of Beverage Consultants International in Chicago.

Burciaga says of Wallace: “He gave me a lot of business structure that I never had. He made it clear he believed in me. I couldn’t let him down.”

For his part, Wallace downplays his role. He says, “I gave him the opportunity, but once he got the confidence, there was no stopping him.”

That’s like many mentoring relationships that I’ve seen. The mentor is proud of the protégé but also gives full credit.

George Burciaga was lucky to find a mentor when he needed one. You may have to search for one, but don’t despair. You can look around where you live and work or you can visit Momentor where the purpose is to help you find mentors and other resources that will help you become successful.

The company was founded in India in 1981 with seven employees and U$250. Today, Infosys has offices in more than thirty countries. Revenues increased by almost 8000 percent between 1995 and 2005. They hire 15,000 people a year.

They want to keep and develop those people. Infosys CEO Nandan Nilekani says, “Our people are our capital. The more we invest in them, the more they can be effective.”

That’s the philosophy behind the company’s Global Education Center in Mysore. And it’s the philosophy behind a tiered mentoring program that was described in detail in Workforce Management.

Infosys splits its leaders into three tiers. Each tier mentors people on the tier below. The top tier is mentored by board members.

The mentoring program is part of a sophisticated leadership development program based on what Infosys calls nine dimensions of leadership. Leaders are evaluated on each dimension and that evaluation forms the basis for creating a personal development plan.

That’s very impressive. But what happens if you don’t work for a company that provides all those personal development resources? Then you have to develop your own plan.

What if you’re on a different Career Path than the one we call “managerial?” Then you have to develop your own plan.

But here’s something to think about. Even if you’re at a company like Infosys that has a sophisticated development program, you still have to develop your own plan.

You may need mentoring that’s different from or in addition to what you get from your company-assigned mentor. You may have strengths you want to develop, but that your company doesn’t see as valuable. You may want to spend time exploring your options.

The bottom line is that your development is your responsibility. That’s why you’ll want to check back here at Momentor as we develop a site that offers you resources and connections to help make your career the best it can be.

That memory popped up while reading Gretchen VanDerMeid’s fine article in the Rochester Democrat and Chronicle about the power of mentoring and how you can make it work for you. The article is titled “Seeking a mentor benefits personal development, advancement.” She covers the characteristics of a good mentor.

“What personal characteristics make a good business mentor? A good mentor is accomplished and successful, approachable, someone who communicates well and derives personal satisfaction from contributing to another professional’s growth.”

Zero in on that last line: “derives personal satisfaction from contributing to another professional’s growth.” It’s the key to why being a mentor is a wonderful thing.

Dan was one of my protégés. We met in a basketball league and started talking about his career during one of those after-game beer and pizza sessions.

He was in a job in financial services then, trying to decide if he should go to graduate school. I helped him decide to get an MBA, and where to go. We stayed in touch for a while, but his life moved on and so did mine.

I’ve had several protégés in my life. Some have resulted in long, deep friendships. Others have been shorter relationships. Dan’s was one of the latter.

But we’d both benefited from the relationship. I got the benefit of helping someone else move toward their goals. I also got the benefit of his fresh perspective on the business world. Like I said it was good.

Now, thirty years later, we had one of those backslapping reunions that make other travelers turn their heads. We had time to sit in the bar, have a beer and catch up before Dan headed off to his flight.

Dan was doing well. After b-school he found a job working at a company and in an industry he loved. Then he started his own company. It was doing well. Along the way he had several mentors.

I watched him shoulder his bag and head out on to the concourse and I thought to myself. “I had a part in that.” It’s the best reason I can think of to become a mentor.

“The numbers paint a clear picture. Research has shown that more executives are leaning on their mentors more often for career advice. For instance, a recent study by Accountemps showed that 41 percent of executives said they would consult their mentors first before making a career transition, compared with 28 percent in 2002. Promoting mentoring relationships can help all businesses retain talented associates in which they have invested precious training and development dollars.”

Burroughs and Storie are aiming their piece at corporations, but they share personal examples of their own experience with mentors. Both are attorneys. And both have benefited from assigned mentors. They’ve been lucky.

Assigned mentor programs can work, but even the good ones are an attempt to replace a natural relationship with a program. That’s why you need to take charge of your own mentoring. If you leave it to your employer, you leave it to chance.

You’re not limited to one mentor, either. Seek out mentors for different areas of your professional life.

Be sure to stop back here and check the resources we’re building at Momentor. You’ll find ways to hook up with mentors and many other resources to help make your career the success you want it to be.

Career management is the marriage between preparation and opportunity – we need initiate our own development and seek out employers who are interested in facilitating growth and fostering career opportunities.  Ultimately, we must take actions to continuously relearn and sharpen our knowledge, skills and abilities to remain competitive in our professions and fields.

Momentor provides a much needed platform for self-motivated, success-driven people to harness the power of folksonomy to uncover the best ways to get ahead and prepare for the future. After all, at the end of the day a commitment to continuously learning and developing knowledge and skills valued by our employers can only make us more valuable and will ultimately open doors to more options in the future.

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