Roles and Characteristics of a Good Mentor

(Derived from DA PAM 690-46, Mentoring for Civilian Members of the Force)

Role of the mentor

·       The mentor serves as an objective confidant and advisor with whom the mentee may discuss work-related and other concerns related to career development and planning. A mentor is usually at least two grade levels above that of the mentee to assure an adequate experience and maturity level. In some circumstances, it may not be possible to meet the recommended two-grade level suggestion. In such cases, other factors such as relative degree of experience may weigh heavily in selecting an appropriate mentor.

·       It is important to understand that a mentor is not a ‘molder of clay’; he or she does not attempt to create a clone of themselves, but rather to serve as a role model and source of inspiration, information and experience from which the mentee can select qualities most likely to help him or her achieve success. Neither is the mentee a subordinate of the mentor. Mentors exercise caution when suggesting developmental tasks to ensure that the mentee’s immediate supervisor has been consulted and that any projects likely to require time away from the job have the approval and support of the supervisor. Ideally, the mentor provides guidance, support, and encouragement, and the mentee responds positively by learning and applying new skills and knowledge in ways that optimize success within the organization.

·       The mentor is one who has achieved professional success, acquired self confidence, experienced professional satisfaction, and wishes to share his or her experiences with a junior or less experienced individual. An effective mentor is supportive and helpful to the mentee without taking over the individual’s career. This important function should only be undertaken with a thorough understanding of the roles of a mentor.

·       To maintain an effective mentor-mentee relationship, the optimum ratio of mentors to mentees is one to one. Although a higher ratio may sometimes be necessary, the ratio should be kept as low as possible.

Characteristics of a Good Mentor

An effective mentor possesses certain characteristics. Although not all prospective mentors will possess every characteristic listed, nor possess them to the same degree, these are highly desirable traits for all mentors.

·       Global Vision. The effective mentor has a view of the Army’s broad goals and objectives that transcend day-to-day routine operations. He or she looks beyond the imperatives of the moment to consider where the Army as a whole is now, where it is headed and more importantly, where it should be going. An ideal mentor understands that all Army programs are means to an end, not merely processes to be followed, and that frequently there is a requirement for vision that transcends a demanding involvement with the task at hand. A person with this kind of vision looks ahead to the needs of the Department of the Army over the next ten years, and considers those needs when setting professional goals.

·       External Awareness. A good mentor is aware of the world outside his or her own environment. As good scientists are aware of developments outside their own particular specialty which may impact in their field of inquiry, a good mentor maintains an awareness of developments in other career programs or career fields, of long term occupational need projections, of technological advances, and of the Army and organizational plans which may impact on the career of an associate.

·       Experience in networking. Networking entails the ability to make, maintain, and benefit from wide contacts with the Army, DOD, and other leaders, both military and civilian, in a variety of career areas, organizations, and levels of management, over an extended period of time. Networks can help provide informational, insightful, problem-solving, and career-enhancing contacts. An effective mentor not only participates in networking, but understands how networking can benefit the mentee. A mentor ensures that the mentee learns the importance of such networks, so that he or she can begin to establish his or her own networks.

·       Positive and enthusiastic attitude. A successful leader may not always be a successful mentor. The mentor is competent and effective, and possesses a positive attitude about the goals and objectives of mentoring. He or she believes that the mentee can substantially benefit from participation, and enthusiastically shares these beliefs with the mentee.

·       Standing in the functional community. Mentors are recognized within their own function and career areas as competent, resourceful, perceptive, and dedicated. Mentors without the qualifications and qualities that such recognition validates risk failing to accomplish their intent. They may actually hinder the career of a mentee in making recommendations or taking actions on their behalf

·       Professional characteristics. Such characteristics as loyalty, duty, respect, self-less service, honor, integrity, personal courage, compassion, competence, commitment and candor are of heightened importance to a mentor. The mentor, in addition to applying these qualities on the job, guides associates by setting a positive example, through encouragement through open communication.

·       General characteristics. The discussion may have seemed to suggest that only a very few managers have the qualifications to be an effective mentor. Far from it, senior specialists, supervisors, managers, and executives have already demonstrated by their success that they possess many, if not all, of those qualities and characteristics that ensure an effective mentoring relationship with a mentee.

Also see: What does a Mentor Do/Not Do and Why Volunteer?

Our mentors may qualify for their hours counted towards a Presidential Service Award.

Lint Center has had two volunteers receive Presidential Awards.

Our Mission:

Mission Statement: “Empower, Enhance, Enable”
The mission of the Lint Center for National Security Studies is to foster and further the educational development and opportunities for the next generation of America’s Counterintelligence and National Security Workers.  The Center focuses on empowering individuals, enhancing the study of national security issues, and enabling emerging leaders to be mentored by established current-and-former industry experts.

Description:
The Lint Center for National Security Studies, Inc., founded in 2007, is a private non-profit 501 (c) (3) organization created to award merit-based scholarships for Counterintelligence and National Security Workers, their children and scholars, and to advance the study of National Security, cross-cultural studies, and global understanding.
The Center aims to:

1. Identify promising individuals and assist in educational pursuits through scholarship initiatives
2. Provide talented individuals with a meaningful leadership development mentoring program by current-and-former Counterintelligence and National Security Workers
3. Create a forum for the dissemination and discussion of National Security Studies through the Center’s online Web-portal

All donations and contributions to the Lint Center are allocated solely to the Center’s scholarship funds. All actions and activities by the Lint Center are conducted by unpaid staff and volunteers. The Center is Veteran and minority operated and managed.