Chip R. Bell, Marshall Goldsmith
Managers as Mentors
Praise for the third edition of Managers as Mentors
“Managers as Mentors is the must-read for leaders who value innovation, growth, and progress – all treasured by-products of those learning organizations where leaders mine talent.”
“Companies today tell their managers ‘You need to mentor.’ Often left hanging is the question of how. Chip Bell and Marshall Goldsmith fill in the blanks by offering a user-friendly handbook that shows busy managers how to effectively mentor their people. Essential and full of practical wisdom.”
“Managers as Mentors outlines simple, easy-to-follow steps so that the mentoring role becomes comfortable and doable – even for the busiest managers.”
“As captain of the ‘best damn ship in the US Navy,’ I learned that the high-performance sailors typically had effective mentors. Wish I’d had this book then! I’d have given a copy to all my leaders.”
“The concept of this book’s brilliance is that every leader must become a mentor to his or her employees. Buy the book and find out how.”
“A good manager makes you want to do a better job; a great manager makes you want to be a better person. This book will help you become the mentor you always wanted and honor the terrific ones you had.”
“The single most important action you can take to advance your career is to partner with a great mentor. Imagine how far you could go with two great mentors. In Managers as Mentors, renowned leadership experts Chip Bell and Marshall Goldsmith serve as sage mentors as you learn how to be a great one yourself.”
“Managers as Mentors doesn’t miss a beat and only gets better with time. This third edition, structured around the SAGE model, is sage in the wisdom, experience, and stories it imparts to new and experienced mentors alike.”
“Managers as Mentors provides the framework for developing emerging mentors and passing on the torch of leadership from person to person, one relationship at a time.”
“In the movies (and books), rarely is the remake as good as the original. That is not the case here! Take an important topic and add two brilliant and respected practitioners and what you get is this book. I read the first edition and loved it. Now, this revised third edition with illuminating additions is better than ever. If you want to help individuals (and your organization) reach anything close to their potential, read and apply this book. Start with yourself, and then share it widely. Thanks, Chip and Marshall, for a valuable addition to the learning leaders’ library.”
“I can’t imagine any two people on this planet better equipped to take on this subject than Marshall and Chip. For those seeking advice in building successful mentoring partnerships, this is your book.”
“The book managers everywhere have been waiting for: a clear and practical guide to tapping talent in their organizations. If you ever wondered what managers in ‘learning organizations’ are supposed to be doing, here’s your answer.”
“Continual learning is a key to effective leadership because no one can know everything there is to know. Managers as Mentors is a practical yet powerful book for helping leaders make continual learning a valuable addition to their strategy.”
“Mentoring is the highest of the teaching arts, and in this new edition of Managers as Mentors Chip Bell and Marshall Goldsmith have skillfully crafted the essential handbook for all those who are trusted advisors to aspiring leaders.”
“Managers as Mentors will be the indispensable handbook of managers/leaders across the sectors.”
Beginning Our Journey
What is mentoring? At its most basic level, it is simply the act of helping another learn. However, the relationship between helper and helpee changes significantly when performed as a learning partnership rather than the traditional teaching “parentship” (master teaches apprentice).
The concept of mentoring as a learning partnership is one rather foreign to many. They rely on the stereotypical approach, using their expertise to teach rather than facilitate; demonstrate instead of enabling discovery. Lecturing to their protégés, they leave them temporarily capable but unwise in the long run. What comes from a capability-adding approach is only compliance; however, what emanates from a wisdom-building approach is creativity – the foundation of innovation. Competitive organizations today need “learning entrepreneurs.” Today, curiosity almost always trumps conformity.
Words like “mentor” and “coach” are sometimes used to mean the same thing. Here is our distinction: Coaching is a part of the leadership role specifically aimed at nurturing and sustaining performance. Mentoring is that part of the leadership role that has learning (competence, proficiency, skill, know-how, wisdom) as its primary outcome. Granted, learning impacts performance, and that in turn impacts the accomplishment of important goals. You will encounter this definition more than once.
The words we use for the players in the mentoring partnership are chosen more for convenience than for any other reason. “Mentors” are people (especially leaders) who engage in deliberate actions aimed at promoting learning; “leader,” “manager,” or “coach” would serve as well. Mentors do not have to be in a superior power position. One might easily be mentored by someone who possesses the needed skill or competence but is several levels below in the pecking order.
Some organizations find the label “mentor” to have special negative baggage, often the result of ill-fated mentoring programs. “Learning coach” is often a solid substitute. Likewise, “protégé” refers to the primary beneficiary of the mentoring effort; “associate,” “subordinate,” “colleague,” “mentee,” “partner,” or “follower” could be used. As long as we are clear on whom we mean, the labels can be changed to fit individual preferences and situations.
The main thing to remember is that this book is grounded in a partnership philosophy. It has no secrets aimed at making you look good to an unknowing subordinate, and we hope you will share it with your colleagues and associates and protégés. The more you know about how to mentor, the better the mentoring relationship will work for you. The same is true for the protégé. Some have found discussing the book helpful