The mentor must become involved in the life and interests of the other person in order to build a relationship of trust and confidence. Out of that relationship, a mentor begins to gain a deeper insight into the personality and the gifts, so there is understanding to coach and nurture the gifts of the person.

A mentor must commit time to build a relationship that allows opportunities to understand the potential of the friend.

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In addition to being a seeker of talents in people, a mentor must have a special personality. That personality must be warm. To be a warm person is to care for other people enough to be open and receptive. The busy lives that we live in the 21st century make it difficult for people to be warm — even to members of their own family. So becoming warm and caring is an intentional decision of those who want to be used in helping others to reach their full potential and to live fully.

Another personal element of a mentoring personality is being completely forthright and honest. A good mentor always speaks the truth in love, so that the person being mentored is constantly confident that the mentor’s encouragement to follow a path or discouragement from following a path can be viewed as genuine.

For more:   http://www.christianchronicle.org/article2159130~What_makes_a_good_mentor%3F

“A mentor provides you with a better compass in doing the right thing. We can all have mentors, regardless of our stage in life…”

Fresh out of Wabash College with a bachelor’s degree in history, Jared Stark looked the world in the eye and secured a manufacturing job, making books for R.R. Donnelly.

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It wasn’t exactly the beginning of a great career in health care. But, eventually, after networking with Wabash alumni, he struck out on a path that led to his current role as executive director at St. Francis Hospital-Mooresville.

For more:   http://www.indystar.com/apps/pbcs.dll/article?AID=20107110347

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A mentor will give you the wisdom and strength to face the difficulties ahead.

“The practice of mentoring has been in India for decades, if not for centuries. From the gurukul system, to family run businesses, elders would hand-hold youngsters and initiate them in traditions and businesses handed down through generations…”

It’s one of those dilemma most start-ups face….That is when his first mentor stepped in. Sanjay Anandaram, a former executive of Neta and Wipro, who had been assigned mentor to RedBus through TiE’s JumpStartUp programme, told Sama what cues to look for, which qualifications would make the cut, and the basics of interviewing. Anandaram’s advise came handy. “Many of those guys still work for us,” says Sama, looking back.

The practice of mentoring has been in India for decades, if not for centuries. From the gurukul system, to family run businesses, elders would hand-hold youngsters and initiate them in traditions and businesses handed down through generations, like the Tatas, Birlas and Mahindras. Those planning to start a new venture would turn to family members or the community for funding. However, this age-old method of being mentored and funded by one’s own family has seen a change over the past decade.

Mentors are now investors, and are likely to take interest in the way the company is run day-to-day. Some other mentors may be based in another country and help steer the company in a certain direction without being part of day-to-day decision making.

For more:   http://economictimes.indiatimes.com/news/news-by-industry/et-cetera/Planning-to-start-a-business-Pick-a-mentor-first/articleshow/6145355.cms

“It’s hard to put a rookie on the mound no matter how good they were in college…”

Mr. Moynihan climbed the ladder, his work ethic impressed Kenneth D. Lewis, Bank of America’s chief executive until the end of last year. Mr. Lewis gave Mr. Moynihan the nickname “Tasmanian Devil” and urged the board to support Mr. Moynihan, preferring him over any outside candidate.

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Earlier, though, Mr. Lewis felt that Mr. Moynihan wasn’t ready for the job, according to people close to the retired chief executive. Last summer, Mr. Lewis suggested to the board that Mr. Moynihan could become the company’s No. 2 executive within a few years, and become a potential successor, but would need more experience first. “It’s hard to put a rookie on the mound no matter how good they were in college,” said one person familiar with Mr. Lewis’s thinking.

For more:  http://online.wsj.com/article/SB10001424052748703620604575349232432707598.html?mod=googlenews_wsj

“…mentoring is necessary for the advancement of the accounting profession…”

Addressing his fellow members, Davis said, “I would like California CPAs to understand they are part of something larger — a profession. They have a responsibility to sustain it, protect it and nourish it. In part, this means adding new members and developing leaders while continuing to meet the needs of our existing members.”

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Davis specifically urged that CalCPA members consider it a duty to offer career guidance for young accountants. “As we move ahead with our careers, we also can help lift up a peer or an emerging professional,” he said, noting that mentoring is necessary for the advancement of the accounting profession.

CalCPA recently launched its Emerging Leader Certificate Program, a statewide outreach that involves 150 younger members who meet monthly over seven months to learn leadership skills and connect with potential mentors.

For more:   http://www.prnewswire.com/news-releases/leadership-mentoring-are-focus-of-new-calcpa-chair-conrad-davis-97378104.html

Through Jeff’s mentoring sessions, the reader meets a character of integrity who dispenses homespun but effective wisdom. Spend time with Tony and Jeff at their Monday morning meetings, and you will find yourself on the road to becoming a better leader and being more successful at work.

Everyone who wants a fulfilling career needs a mentor — someone who has seen it all before, someone who can share hard-won experiences and teach valuable lessons.

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In this expanded and enhanced version of his best-selling book, Monday Morning Leadership, David Cottrell packs all of the wisdom of his wide-ranging business experience into this inspirational story. Cottrell introduces us to Jeff, a successful corporate manager who has hit a major wall. Jeff has been leading his team, quarter after quarter, to great sales and better profits for several years — until now. The tricks that used to work wonders have lost their magic; Jeff is in a slump and is at a loss to find his way out of it.

For more:   http://www.amazon.com/Monday-Morning-Mentoring-Lessons-Ladder/dp/0060888229

“…effectively help those remaining 95 percent who need mentoring and guidance…”

The Miami-based technology communications consultant says her goal is to keep nascent entrepreneurs from giving up on their business ventures. But she says entrepreneurs who fail to validate their ideas in the marketplace and investors who don’t take them seriously are common obstacles to that goal.

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For more:   http://www.businessweek.com/smallbiz/content/jun2010/sb20100622_083005.htm

Jack Welch, former General Electric CEO and chairman, is a legendary corporate mentor. Fortunately for readers, this volume (which he wrote with Suzy Welch, his wife) provides a top-tier mentoring session.

Not all employees are created equal. Winning managers appreciate the differences. Leaders’ failure to differentiate between stars, average performers and laggards hurts the bottom line.

Accurate “differentiation” of talents – with bonuses for outstanding people and departments – transforms mediocre corporations into outstanding companies.

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For more:   http://views.washingtonpost.com/leadership/books/2010/06/winning-with-jack-welch.html

“…Alex, the fictional owner of a small ad agency, who confides to his mentor that he wants to sell the business only to be told that it’s unsellable. Ted, the mentor, tells Alex to devote two years to the process of turning his existing business into one he can sell…”

Business owners frequently take a similar approach to the number they would like to get when they exit their businesses. Some sellers do their homework, research the value of their company and determine how the market will view what they have built. Others simply fly blind, hoping they’ll get their number when the time comes to sell.

 I recently asked John Warrillow, author of the book “Built to Sell: Turn Your Business Into One You Can Sell,” why business owners seem to have such vastly

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different attitudes about selling. “I think people tend to view selling as representing one of two things: remorse or freedom,” Mr. Warrillow explained. “The latter group tends to think of selling in terms of providing the freedom to be able to do things they’ve put on the back burner for years.”

For more:   http://boss.blogs.nytimes.com/2010/06/21/getting-the-price-you-want-for-your-business/?src=busln