It is a question I often hear asked at women’s forums.
When senior leaders are asked if they have had or have a mentor, the answer is quite lengthy, but what is consistent in all answers is the benefits of informal mentoring. That is, the relationships these leaders have developed with various people throughout their career that they felt they could trust, and who had taken an interest in their work or career.
Formal Mentoring
I tried formal mentoring in the organisation where I worked. It was a disaster. When I shared the goals I was hoping to achieve with the support of mentoring, my mentor advised the goals were difficult to achieve as my mentor had failed to achieve the same goals. I was not inspired. I was not challenged. I decided formal mentoring wasn’t right for me at that point of my career although it had worked and continues to work for many others.
After speaking to a number of my informal mentors about my experience with formal mentoring, I realised that much of what I was looking for could be found in my informal network.
What I needed to work on was my listening skills and becoming more inquisitive when seeking feedback.
Informal Mentoring
My eyes then opened up to the knowledge that surrounded me in the day to day interactions in my workplace. One of my key influencers became Susan Dio, the Refinery Manager/Managing Director of the refinery where I worked. Susan has since moved on to become BP’s CEO of Shipping.
Susan had many wise words to share, and she shared them freely. Along with her husband Larry, they had raised two sons who were in their 20’s by the time I met Susan. I felt I had a bit in common with Susan being a working mother who had aspirations to continue up the corporate ladder.
I recall one conversation I had with Susan when I was at a crossroads with my career with BP. Susan assured me that I shouldn’t feel pressured to move interstate or overseas whilst raising a young family. Instead, Susan encouraged me to do what felt right for myself and my family. There would be plenty of time to make these moves once the children were older and more independent.
These were helpful words at a time when I felt conflicted, and they helped me make the best decision for me and my family at that time.
Susan is a strong advocate for gender diversity in BP, and recognises that: “the ability for women to succeed is not only dependent upon their individual capability but also on the corporate environment and mentoring they receive”.
- Take the time to open your eyes to the knowledge that surrounds you in the day to day interactions in the workplace.
- Every interaction is an opportunity to learn.
- Focus on your listening skills and become inquisitive when seeking feedback.
