Accidental Mentoring

By Steve Clabaugh, CLU, ChFC

Kevin was grateful to have found a summer job working the night shift in a factory that manufactured refrigerator components. He was counting on the money earned to cover tuition, books, room and board for the Fall semester. It was especially exciting to learn that, in addition to an hourly wage, the company offered a piece-rate bonus based on the number of units produced per daily shift. When he checked in at 11 p m for his first shift, he was ready to learn his job and get to work maximizing the amount of bonus he could achieve.

It turns out that Kevin learned quickly and by his third day on the job was producing at a level well above the company standard. Early the next week, however, he was approached by a couple of his co-workers who were very unhappy with his results. They were used to working at a much slower production pace, and they didn’t want to have his eagerness to achieve strong numbers result in an increased required standard daily average they would have to maintain.

Kevin had to weigh his need to maximize earnings against being accepted by his co-workers. In the end he decided to ignore their complaints and did his best to make the money he needed for college. Whether he realized it or not, Kevin’s was responding to the Accidental Mentoring from his more experienced co-workers. Years later as a very successful businessman, he remembered that experience as one that helped him determine not to be like those who were mentoring him.

Wikipedia offers a good comprehensive definition of mentoring “Mentorship is the patronage, influence, guidance, or direction given by a mentor. A mentor is someone who teaches or gives help and advice to a less experienced and often younger person. In an organizational setting, a mentor influences the personal and professional growth of a mentee.”

In the sense that we all are influenced by those we work with, and we influence others who work with us, we are all both mentees and mentors.

Accidental mentoring is a form of informal mentoring and is present in every organization of any size and type. It typically doesn’t get much attention – but it should, because it can be a source of poor production, conflict and employee turnover. Conversely, it can also be a cause and provide evidence of a growing positive culture in a team or an entire organization.

Accidental mentoring takes place when employees observe the accepted attitudes, behavior and performance of more experienced employees and allow it to impact their attitudes and productivity.

When the example set by a particular employee (or group of employees) is that of minimal productivity, shirking responsibility or constantly complaining about peers and managers – it can ruin a new employee’s career and damage the company’s profitability and growth. When the example is that of enjoying positive relationships with peers and managers; taking pride in high quality productivity and taking responsibility for one’s actions and results – it can be a leading source of ongoing improvement in profitability and growth.

One of the primary causes of negative accidental mentorship can be traced to the attitudes and behaviors of specific individuals or groups. Their harmful attitudes may be the result of real or perceived slights and mistreatment by peers or managers. They can also result from issues impacting the person’s life outside the company environment. The primary causes of positive accidental mentorship are just the opposite. Experienced employees who feel they are valued members of the organization (team) and that they have been consistently treated fairly and well can create ongoing goodwill among existing and new associates.

The existence of accidental mentoring is a powerful reason for practicing relational leadership. Really knowing and caring about the people on the team can have the dual effect of inspiring feelings of goodwill among associates, as well as quickly identifying those who have issues that can breed negativity. Steps should be taken quickly to understand and address troubled associates’ concerns. Equally important, if the individual(s) at the source of negativity are unwilling to respond to meaningful support and correction, steps should be taken to remove that individual or group from the team.

RELATIONALLEADERSHIP EXPERIENCE

Can it Help Your Employer Clients?

Your employer clients are facing new and different challenges in today’s business environment including:

• Remote Work - Returning to Office

• Diversity - Equity - Inclusion

• Geopolitical Uncertainty - Cultural Conflicts

The timeless principles of Relational Leadership can help your employer clients navigate these issues as they grow and prosper their business.

Relational Leadership Experience helps your clients:

• Create and build high-performance teams

• Select and train the right employees

• Implement effective mentoring

• Develop positive conflict management

• Determine and implement the best outcomes

• Achieve ongoing growth and success

In-person, online and combination programs available to meet the needs of your employer clients.

To learn more about Relational Leadership Experience Contact:

Steve Clabaugh, CLU, ChFC at sjcsr@hotmail.com or 910-977-5934