An accepted business concept is that employees who feel valuable at an organization tend to perform more effectively. For that reason it is crucial that destination marketing organization (DMO) leaders invest in mentoring opportunities within the workplace to help construct successful, confident employees. In the workplace, particularly, mentorship is a unique developmental relationship in which a more experienced staff member helps to guide a less experienced employee. The concept of mentoring has not changed muched over time; however, the traditional roles of who can serve as an effective mentor and mentee have been researched significantly over the last three decades.
The word “mentor” actually comes from the name of a character appearing in Homer’s Odyssey. When Odysseus was called to fight the Trojan War, he left his son Telemachus in the care of a wise friend, Mentor. Odysseus asked Mentor to teach and guide Telemachus while he was away, which lasted until Telemachus was twenty years old.
In today’s modern world, the concept mentorship still plays a crucial role throughout many stages of one’s life. The rewards for both parties can be significant. In order to have a successful mentor-mentee relationship, it is essential to explore the importance of mentors, the impact of personality traits, relationship initiation skills, the expectations of both parties and relationship maintenance.
Multiple DMO Mentors
It is not uncommon for an employee to have several mentors throughout their career. According to The Leadership Effect (2014), a Missouri-based strategic leadership firm, people who have several mentors receive several benefits. For example, there is an increased likelihood that at least one mentor has faced a similar situation as the protégé is facing. Mentors also have different areas of expertise (leadership, technology skills, human resources) for different development needs. According to Ramirez (2012), there is also a higher probability that at least one mentor will be available to talk at a critical time. To put this into perspective, my first job out of college was with financial guru and nationally syndicated radio talk show host Dave Ramsey. Within the organization, many employees formally and informally mentored me over the course of those years to help me develop specific skills: my immediate supervisor on proper office protocol, my department head on effective public speaking and Dave Ramsey himself on successful personal financial habits. If I had to pick up the phone today in a moment of crisis, I could still call any one of them to discuss a professional or personal situation related to those areas of expertise. Finding a mentor in the destination marketing space has been challenging to date.
Personality Traits
It is not always necessary to place mentors or mentees together that have similar personalities, though research indicates that you are more likely to help someone who is similar in race, attitude and general appearance (DeVito, 2014, p.232). According to Keifer (2010), the best mentors- despite personality differences- are accepting, friendly, honest and can provide truthful feedback. Mentors have noticeable strengths and experience in certain areas and are generally well known for it. This may make it difficult for mentees to secure specific on-site employees as mentors, especially in large organizations where these skills and personnel are in demand.
Experience, however, doesn’t necessarily mean the traditional “wisdom that comes with age.” In mentoring, age is simply a number and is especially true in today’s technology driven-world where several leading companies, including Johnson & Johnson and General Electric, are using “reverse mentoring:” millennial employees are serving as mentors for management to expand their understanding of technology in business. According to Ellis (2013), one insurance company, The Hartford, created an official reverse mentoring program that led to outstanding results, including promotions of several mentors within the company and higher surveyed effectiveness of evolved business practices.
Keifer (2010) mentions good mentors are likely to recruit and retain strong candidates and cultivate productive personnel. This type of mentor is known as the intentional mentor. The intentional mentor approaches a mentoring relationship with forethought and planning and becomes very familiar with the prospective mentee. Ramirez (2012) says the development of the mentoring relationship is taken seriously by intentional mentors and involves creating an atmosphere of trust, support, and openness to dreams about the future. Dedication, creativity, and excitement are also common traits sought after in both the mentor and mentee. After all, who wants to spend precious professional and personal time investing in someone who is not dedicated or not willing to think outside the box?
Mentor Initiation
Once you identify your mentor, there are a variety of formal and informal methods by which you initiate a conversation with that person; however, what is most important is that you feel comfortable in the situation in which you ask another person to take on this important role. I was discussing mentoring with my neighbor, who is studying to become a licensed clinical therapist, during a morning run recently. She said that her career path requires a supervisor so she had an existing- and close- relationship with the person. They often enjoy each other’s company outside of the workplace as friends; consequently, she asked her supervisor over happy hour (non work hours, just to clarify) to mentor her about starting her own practice. Both my neighbor and her mentor have clear expectations about how often they meet about this subject of entrepreneurship so that boundaries are defined and the time does not impact the supervising role.
But first, think through your choice. Dority (2012) suggests asking yourself the following five questions about the candidate: Has this person shown an interest in you and your career? Have you had discussions about work-related questions that resulted in useful action items for you? Has he or she shared professional knowledge in a caring and supportive way? Has your potential mentor been willing to patiently spend time with you to help you grow your skills when asked? And does this person have the right knowledge/experience to address your specific mentoring issues? Once you have answered these questions, best practice is to schedule an initial conversation. During that conversation, whether it takes place online, over coffee or in the office, be clear in the guidance you are seeking. Be sure to communicate your willingness to do the work required by your mentor, and finally, acknowledge the individual’s time.
Some mentor candidates, according to Keifer (2010), say ‘‘yes’’ to anyone who asks, provided resources like money and space are available, and assessments can be made from there. This may not be the case for everyone, so it is necessary to discuss resources and expectations up front. Give your mentor time to decide before getting back to you so they don’t feel put on the spot. It is professionally appropriate that a mentor candidate politely denies your request due to time restrictions or other work-related issues.
Meeting Expectations
Dedication, creativity, and excitement were mentioned as key personality traits to look for in advance, but what about the anticipations during the actual mentor process? In any given workplace relationship there are expectations of both parties involved. Ramirez (2012) says the development of a mentoring relationship requires reciprocity – a thoughtful exchange of ideas, openness to personal and professional experiences, and mutual respect. Many mentors, according to Keifer (2010) make sure they live up to their end of the bargain by establishing regular meetings. It is necessary that both the mentor and mentee establish periodic “check in” times outside of the subject matter to ensure that expectations are being met.
Mentor Maintenance & Rewards
Mentoring in the destination marketing industry is a long-term relationship that must endure through positive and challenging times. Keifer (2010) states the relationship will only succeed if it is based on trust and respect. A relationship can only grow if the mentor is available to give ample advice and support. In today’s technologically driven workplace, mentorship maintenance often occurs online. Technology allows for frequency and flexibility of communication platforms and thus contributes greatly to relationship maintenance. Online mentoring is a great advantage for employees with disabilities who cannot easily travel, as well as for employees who seek relationships with people from foreign destinations or different cultures (DeVito, 2014, p.228).
The greatest reward for a mentor is to see the mentee excel and thrive thoughout their career. It is important that mentees stay in touch with mentors to notify them of their career progress. According to Ramirez (2012), mentees who are eager to learn, experiment, and test the boundaries of knowledge are likely to motivate their mentors to remain current in their fields of expertise; thus, according to Ramirez, for both the mentors and the mentees the rewards both intrinsically and extrinsically are numerous and ultimately appear to be well worth the effort.
In conclusion, job satisfaction and confidence among DMO employees are raised when they are considered an important part of the organization. According to Chrisler (2014), mentees are confident in their abilities, complete tasks efficiently and strive to do the best they can. Mentoring can help create and keep remarkable employees that all organizations are looking for. When everyone is successful, the destination marketing organization is successful. I’m thankful to those who have invested in my personal and career growth over the years, and I’ve been able to help others on their path. Are you the mentor or mentee…or both?
Check out my sources on this subject to learn more.
Tiffany M. Russell, APR, CDME 
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