If your boss does not invest time in mentoring you, you must take charge of your own success and development. Begin by articulating a vision for your future. Be clear about your values, commitments, passions, goals and aspirations. Don’t merely think about these things. Write them down. The discipline of expressing these ideas in writing is challenging, and it can be frustrating, but it leads to clarity. That foundation then acts as your true north, providing you with a basis for making sound decisions and having high quality conversations with people who can contribute to your success.
Once you have this foundation, use it to seek input from others. If your boss is unavailable, identify other people whose advice might be helpful. Start by asking them for a brief meeting to get their input, perhaps at a nearby coffee shop. Give them your foundation document and come prepared with a few questions. For instance, ask them what books they’d recommend. Take notes on what they say. Write a brief thank you note, mentioning at least one specific piece of advice.
Depending on your learning style, identify courses, seminars or books that can help you add to your professional knowledge. Join at least one professional association relevant to your career goals.
Subscribe to a couple of publications relevant to your career.
Even if your boss is not going to be your mentor, you want to have a great relationship with him and you want his support. Make sure you know what your boss’ goals are, then make your boss’ priorities your own. Clarify his expectations of you and make sure you exceed those expectations.
Finally, I recognize that reporting to a boss who makes time to mentor you might be very important for you. If so, and if you’re not getting this from your boss, you should consider finding a new boss. This might involve seeking a transfer within your current organization or it might require you to move to a new organization.
The proactive steps mentioned above will empower you to take charge of your own success and development.
Thanks for reading. As always, I’m interested in your thoughts.
Larry Sternberg is the co-author of Managing to Make a Difference (Wiley), a handbook for hitting the sweet spot of middle management. He also serves as the Talent Plus Fellow, performing duties as an oft-requested speaker and consultant.
Larry is a Fellow and Board Member at Talent Plus where he helps people and organizations grow by using the Talent Plus science to select high potential people, put them in the right fit for their talent, and make them feel valued and significant.
“I help managers and leaders make a lasting positive difference in the lives of their employees.”
Talent: Conceptualization, Relationship, Ego Drive, Individualized Approach, Growth Orientation