Mentoring: A Good-Practice Checklist

Introduction

Some of us have enjoyed a work environment where we have found a person who is able to provide clear direction and leadership, and has behaved in a way with which we agree, and would like to emulate in the workplace. If you have had a mentor in the past, you will recognise how useful it is to have an experienced person with which to discuss professional decisions.

If you have never 'hit it off' with anyone in your career there are ways to make sure you can find a person within your organization (or even profession) who is able to give you advice on career progression. You can choose mentors based on what you would like to develop the most. For example, if you were interested in programming first person shooters it would make sense to find a mentor who has succeeded in this area. If that person would like to work with you on your career progression there are a number of guidelines that will help you create a partnership that will benefit you both.

The Checklist

Ensure that...

At the outset you and your mentor draw up a plan, looking at which areas of your career you would like to develop, with tentative deadlines for the various activities (eg, present at conference, attend GDC, learn C++, write a manual, etc).
You and your mentor have established the ground rules, expectations, etc.
The plan allows plenty of time for each activity, particularly for writing, production, presentations, negotiation, etc.
The plan be discussed with immediate supervisors for input and suggestions (if that is appropriate) as supervisors are a valuable resource for information and locating mentors initially.
That the outcomes or goals of the mentoring be discussed in an annual review for progress and updating with the supervisor, and new mentors or career directions discussed, with ways that they may be incorporated into the workplace.
The plan ensures that the project is not over-ambitious, it emphasizes that careers embrace change and that good career advancement is focused and manageable, and able to be resourced (for example, ensure business trips are funded by the corporation, allocate a personal commitment to advancement that is within the bounds of your income).
The research plan recognizes that the relationship is primarily a learning tool, and provides both leadership skills to the mentor, and advice to the mentee.
The development plan is revised, as necessary, at regular intervals (a sudden chance at a new position, etc).
Regular meetings are scheduled and take place.
Your mentor makes a brief written record of each meeting.
Written production work is submitted at most meetings, and an action plan for the next meeting is made.
Your mentor arranges, when needed, for extra help to deal with specific problems, with statistical/quantitative analyses, for example, or writing skills, interpersonal communication, etc.
Your mentor has noted, and you are aware of, all regulations and corporate policies, as well as industry standards and developments, and will refer to them as needed. A subscription to industry magazines is an excellent office resource.
There is room in your working relationship with your mentor to share difficulties, stress, writer's/producer's anxieties, and the like.
There is room in your working relationship with your mentor to acknowledge advances and celebrate successes.

How do you go about location a mentor?

Your supervisor and colleagues will be your first step, but you will need to network to find the greatest array of advice and experience. Join committee meetings, get involved, go out with people from work, volunteer, go to conferences. There are a number of ways to notice different styles in action and work out how some styles may benefit your career. Don't underestimate the variety of ways to get skills in your profession. Often we realize how much we have achieved in hindsight, it is only after you finish that you realize how useful the programming skills are, or how much money that textbook will make. Your career is built step by step: it gains complexity over time. Take notice of the time it took for someone you admire to get to the level they are at. Think about how far you have come in the last two years, five years. Map a process of your own where you might visualize the change you'd like in your skill-set. How long will that take? What do you plan to do immediately, in a year, by five years? How can your mentor assist you in your development?

It is impossible to plan your career if you are not sure where you are going. Your mentor will be able to sound out ideas and plans to get you going in the direction you want to be. The relationship between your mentor and yourself must be easy-going so that you are comfortable when trying new ideas and debriefing events. You probably have a mentor or two right now and don't even realize it. Think about your office dynamics, who are you friends with, who are you actively resisting? Get to know the style that makes you uncomfortable - look for ways to replicate a mentor's tactic for remaining calm in meetings, at presentations and the like, especially when tested by an unfamiliar style. What will you try next time you find yourself in that situation? What really didn't work at all? Why not?

Conclusion

Enjoy your work - it takes up so much of your time. Use the resources your work provides and find a mentor to help you along the way. Of course, never give up the opportunity to be mentor yourself...

Author Bio

Kirsty Lee works with Mary-Margaret.com, Inc. as a recruiter to the games industry. She has coordinated staff development programs in Australia for Curtin University of Technology working closely with managers and staff to provide career development opportunities to staff and provide training for managers who wish to develop and mentor their staff. This article has described six types of career movement outlined in CareerPower: A Guide for Individual Development Planning. The full guide as well as many more career development resources can be found at Career Systems International. Kirsty can be reached at: kirsty@mary-margaret.com

The opinions expressed in this article do not necessarily represent the IGDA.