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Mentorship is the patronage, influence, guidance, or direction given by a mentor. A mentor is someone who teaches or gives help and advice to a less experienced and often younger person. In an organizational setting, a mentor influences the personal and professional growth of a mentee. Most traditional mentorships involve having senior employees mentor more junior employees, but mentors do not necessarily have to be more senior than the people they mentor. What matters is that mentors have experience that others can learn from. According to the Business Dictionary, a mentor is a senior or more experienced person who is assigned to function as an advisor, counsellor, or guide to a junior or trainee. The mentor is responsible for offering help and feedback to the person under their supervision. A mentor's role, according to this definition, is to use their experience to help a junior employee by supporting them in their work and career, providing comments on their work, and, most crucially, offering direction to mentees as they work through problems and circumstances at work. Interaction with an expert may also be necessary to gain proficiency with cultural tools. Mentorship experience and relationship structure affect the "amount of psychosocial support, career guidance, role modeling and communication that occurs in the mentoring relationships in which the protégés and mentors engaged". The person receiving mentorship may be referred to as a protégé (male), a protégée (female), an apprentice, a learner or, in the 2000s, a mentee. Mentoring is a process that always involves communication and is relationship-based, but its precise definition is elusive, with more than 50 definitions currently in use, such as: Mentoring is a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development; mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the protégé). Mentoring in Europe has existed as early as Ancient Greek. The word's origin comes from Mentor, son of Alcimus in Homer's Odyssey. Since the 1970s it has spread in the United States mainly in training contexts, associated with important historical links to the movement advancing workplace equity for women and minorities and has been described as "an innovation in American management". History The word was inspired by the character Mentor in Homer's Odyssey. Although the Mentor in the story is portrayed as a somewhat ineffective old man, the goddess Athena assumes his appearance to guide young Telemachus in his time of difficulty. Historically significant systems of mentorship include the guru–disciple tradition practiced in Hinduism and Buddhism, Elders, the discipleship system practiced by Rabbinical Judaism and the Christian church and apprenticeship under the medieval guild system. In the United States, advocates for workplace equity in the second half of the twentieth century popularized the term "mentor" and the concept of career mentorship as part of a larger social capital lexicon that also includes terms such as glass ceiling, bamboo ceiling, networking, role model and gatekeeper, which serves to identify and address the problems barring non-dominant groups from professional success. Mainstream business literature has adopted the terms and concepts and promoted them as pathways to success for all career climbers. These terms were not in the general American vocabulary until the mid-1990s. Professional bodies and qualifications The European Mentoring and Coaching Council (EMCC) is the leading global body in terms of creating and maintaining a range of industry-standard frameworks, rules and processes for mentorship and related supervision and coaching fields. Techniques As the focus of mentorship is to develop the whole person, the techniques used are broad and require wisdom to be appropriately used. A 1995 study of mentoring techniques most commonly used in business found that the five most commonly used techniques among mentors were: Accompanying: the mentor participates in the learning process alongside the learner and supports them. Sowing: the mentor gives initially unclear or unacceptable advice to the learner that has value in a given situation. Catalyzing: the mentor chooses to plunge the learner right into change to provoke a different way of thinking, a change in identity or a re-ordering of values. Showing: the mentor teaches the learner by demonstrating a skill or activity. Harvesting: the mentor assesses and defines the utility and value of the learner's skills. Different techniques may be used by mentors according to the situation and the mindset of the mentee. The techniques used in modern organizations can be found in ancient education systems, from the Socratic technique of harvesting to the accompaniment used in the apprenticeship of itinerant cathedral builders during the Middle Ages. Leadership authors Jim Kouzes and Barry Z. Posner advise mentors to look for "teachable moments" in order to "expand or realize the potentialities of the people in the organizations they lead" and underline that personal credibility is as essential to quality mentoring as skill. There are different types of mentors, such as: Multiple mentors: A new trend is for a learner to have multiple mentors. Having more than one mentor can expand the learner's knowledge, as different mentors may have different strengths. Profession or trade mentor: This is someone who is currently in the trade or profession the learner is entering. They know the trends, important changes, and new practices that newcomers should know to stay at the top of their careers. A mentor like this would be someone a learner can discuss ideas with and also provides the learner with the opportunity to network with other individuals in the trade or profession. Industry mentor: This is someone who does not only focus on the profession and can give insight into the industry as a whole, such as research, development, or key changes. Organization mentor: Politics in organizations are constantly changing. It is important to be knowledgeable about the values, strategies, and products that are within the organisation, and when they change. An organization mentor can give clarity when needed, for example, on missions and strategies. Work process mentor: This mentor can cut through unnecessary work, explain the "ins and outs" of projects and day-to-day tasks, and eliminate unnecessary things in the learner's workday. This mentor can help finish tasks quickly and efficiently. Technology mentor: Technology has been rapidly improving and becoming more a part of day-to-day transactions within companies. A technology mentor can help with technical bre.... Discover the Mentors Library popular books. Find the top 100 most popular Mentors Library books.