Mentoring Across the Generation Gap

Nowadays, the age-old image of the wise, older sage imparting wisdom and knowledge to the younger, less experienced protégé no longer epitomizes the typical mentoring relationship. “Modern” mentoring relationships are far more varied and wider in scope.

Today’s mentoring relationships do not conform to age-based hierarchy, but adjust to fulfill the needs of employees of all ages. They enable young graduates with experience in the newest technology to be Mentors to older employees who have not yet had the opportunity to learn about that technology. Likewise, they ensure that experienced employees impart leadership skills, competencies and behaviors to their younger counterparts, so that the latter can continue to build a solid, stable organization with promising growth prospects. Ultimately, they can help Baby Boomers, Generation “Xers”, and Generation “Yers” compromise and build consensus in the same team or working environment.

A New Generation of Mentoring
Today’s Mentors and Mentees have different roles from their past counterparts. Today’s Mentors must not only be able to teach, coach and impart knowledge, but must also be open to a 2-way dynamic exchange of ideas between them and the Mentees. Today’s Mentees can no longer look to the Mentor to lead the relationship, but must drive the relationship and take half of the responsibility for its outcome.

Updating Outdated Mentoring Myths There is an exciting and new focus for mentoring that can meet everyone’s needs, but it means adjusting old and outdated perceptions of mentoring to fit in with the times. What are the newest interpretations?

• A Mentor is an individual with a specific degree of experience, knowledge, and/or skill set who is willing and able to share this information with another individual.
• A Mentee is an individual who seeks experience, knowledge and/or skills in a specific area and who looks to another individual(s) to gain that which is lacking.
• Mentoring consists of a relationship in which an experienced individual advises or trains someone with less knowledge or experience in a given area.

So long as one individual imparts what another wants to learn, there is value in the mentoring relationship regardless of each individual’s hierarchy within the organization. Traditionally, Mentor-Mentee pairs were created from the “top-down” theory. The Mentor was always at a higher position or title than the Mentee. The Mentee felt that he/she was interacting with an individual that would help him/her advance within the organization. This focus, although still valuable, is now merely one segment among several of how mentoring is used today.

Learning from Each Other
Ultimately, there is a wealth of knowledge to be gained from individuals of all ages and levels within the organization. Having multiple generations not only working together, but listening and communicating with one another and working toward mutual development, enriches not only the individuals involved, but the overall organizational culture as well.

Cross-generation mentoring relationships can be extremely rewarding from both sides, provided that the matching and pairing process produces suitable pairs. Today, many organizations are using online solutions to help them execute the challenging task of matching and pairing within their mentoring initiatives. Insala's Hi-Impact Mentoring ® provides tools for matching and pairing, as well as all other elements needed for a successful mentoring process, including mentoring assessments, training on the mentoring concept, and strategic consulting to help roll out the initiative in the best way possible.