By Geralyn Magan
There are three types of mentorship: formal, informal, and peer-to-peer. Ninga “Zing” Shaw suggests trying all three.
“What kind of mentoring relationship would be best for you right now?”
It’s not a question we often ask young professionals seeking a mentor. But, according to Ninga “Zing” Shaw, this should be the first question prospective mentees should ponder.
Shaw, a seasoned C-Suite executive with extensive mentoring experience, discussed “The Role of Mentorship in Supporting Professional Growth and Development” during a luncheon at the LeadingAge Leadership Summit in April. The LeadingAge Leaders of Color Network sponsored the event.
Shaw began her presentation by explaining that mentorship comes in three varieties: formal, informal, and peer-to-peer. You may want to try all three over the course of your career.
FORMAL MENTORSHIP
Formal mentorship is carried out through structured programs established by organizations and institutions. Within an aging services organization, for example, a formal mentorship program might match C-Suite executives or mid-level managers with employees who have expressed their desire to have a mentor guide them on their career journeys.
Formal mentorship programs have defined objectives and are usually very rigorous, says Shaw. They often last for a specified period—usually a year—and place firm expectations on both the mentor and mentee, including expectations about scheduling meetings, confidentiality, goal setting, accountability, and availability.
“I cannot underscore how important it is for a formal mentor to be available to their mentee,” says Shaw. “Often, people have the best intentions when they enter these relationships. They want to provide guidance and give their mentee the skills and tools they need. They just don’t have time. That can be deflating for the mentee. So, we want to make sure that mentors are available when they say they can be available.”
INFORMAL MENTORSHIP
Informal mentorship usually evolves naturally based on shared interests, mutual respect, and personal connections. As the name implies, this type of mentorship lacks predefined structures or guidelines. Finding the right mentor is not necessarily easy, admits Shaw.
“When you’re seeking out someone to be your mentor, make sure that person has demonstrated the ability to do the things you’re trying to achieve,” says Shaw. “But don’t just pick a mentor because you like their career path. You will meet people who are doing awesome things in their careers, but their journey may not help you in your journey. This is when we must start asking good questions and being active listeners and learners.”
Shaw found her informal mentor while working at the National Football League (NFL). She asked him how she could succeed at the NFL. His advice—find a problem the organization is trying to solve and figure out how to solve it—led her to launch her 20-year career promoting diversity, equity, and inclusion within large companies.
Shaw says her mentor’s background and career path are very different from her own, and that difference is what makes their relationship so successful.
“You learn and grow the most when you’re not exactly like your mentor,” she says. “There are times when we need to be around people who are exactly the opposite of us … people who can bring a totally different point of view than what we would naturally gravitate to. That’s how we learn.”
PEER-TO-PEER MENTORSHIP
Peer-to-peer mentorship brings together individuals at similar career stages who are willing to help each other develop professionally. Unlike the formal or informal mentorships described above, peer-to-peer relationships are characterized by reciprocity and shared learning.
“Peer-to-peer mentorship promotes collaboration, camaraderie, and collective growth among individuals with similar aspirations,” says Shaw. “Collaboration is so important as we navigate our careers. As human beings, we have to come together and figure out how to help one another, how to pick each other’s brains, and how to be there for each other as we’re navigating this thing called life.”
THE DEVA MODEL OF MENTORSHIP
Each type of mentorship offers distinct advantages and can play a crucial role in a person’s career development. It’s essential to do some preparation work before beginning any mentorship experience. That way, your mentor will have the information they need to encourage and guide you and help you meet your career goals. Shaw suggests following the four-step DEVA model: Describe, Evaluate, Value, and Act.
- Describe: Tell your mentor about your roles, responsibilities, successes, issues, and professional and personal development needs.
- Evaluate: Reflect on your current situation, skills, capabilities, and challenges. Evaluate how well you are managing these aspects of your life.
- Value: Spend time focusing on what you value about yourself and what value you place on certain aspects of your personal and professional life.
- Action: Determine what actions you will take to meet your goals.
WORDS OF ENCOURAGEMENT
Shaw ended her presentation with words of encouragement for leaders of color.
“I urge each of you to continue to be mentors and continue to be mentored,” she said. “We need all of you in both of those capacities. We need you to help others, and we want to make sure you can achieve the goals that you set out to achieve. You are such great leaders, and we want to keep you engaged in this mentor-mentee relationship.”