All successful business people do not necessarily make effective mentors; certain individuals are more effective in the role of developing others. Whether or not an individual is suited to the role of mentor may depend on his or her own stage of development and experience. For example, a fairly successful individual may have had a specific, or limited, background and may not have enough general experience to offer. Prior to entering into a mentoring relationship, the protogee should assume the responsibility of assessing the mentor's potential effectiveness.
The qualities which are essential in an effective mentor include:
- A DESIRE TO HELP
- Individuals who are interested in and willing to help others.
- HAVE HAD POSITIVE EXPERIENCES
- Individuals who have had positive formal or informal experiences with a mentor tend to be good mentors themselves.
- GOOD REPUTATION FOR DEVELOPING OTHERS
- Experienced people who have a good reputation for helping others develop their skills.
- TIME & ENERGY
- People who have the time and mental energy to devote to the relationship.
- UP-TO-DATE KNOWLEDGE
- Individuals who have maintained current, up-to-date technological knowledge and/or skills.
- LEARNING ATTITUDE
- Individuals who are still willing and able to learn and who see the potential benefits of a mentoring relationship.
- DEMONSTRATED EFFECTIVE MANAGERIAL (MENTORING) SKILLS
- Individuals who have demonstrated effective coaching, counselling, facilitating and networking skills.