Wendy Murphy and Kathy E. Kram have written an important book about why we all need developmental support networks for both career success and personal well-being—and how to develop those networks. The book is practical and easy to read, with lots of research-based examples and tips. Reflection activities at the end of each chapter encourage the reader to apply the concepts immediately to her own career and life. What I found most interesting were these points about mentoring that I had not considered: Formal and informal mentors. The authors reviewed scores of studies and conducted several of their own that revealed that having a formal mentor, often assigned in a workplace program, is valuable but not enough. We need a network of mentors, both formal and informal, to reach our goals and enable us to “cope with stress and thrive during times of change.” Trends in the changing nature of work. These trends require that we take charge of our career development and have multiple types and sources of mentoring. The authors identified the most significant trends as the following:
- Job mobility—it is not uncommon for people to work in multiple organizations during their working lives.
- Globalization—the world we live in is increasingly connected, and we need to keep learning from different people how to be effective across cultures and national boundaries.
- Technology—technology creates new challenges for how to both engage and disengage from work.
- Pace of change—the pace of change has become very fast and can be overwhelming. We need to be able to adapt and change continually.
- Get clear about your own strengths and career goals. Select potential mentors who might know something or someone who could help you move forward on your path.
- Invite a potential mentor for coffee or lunch for an informational interview.
- Ask thought-provoking questions, such as the following:
- Could you tell me about your career path? How did you get to the position you are in today?
- What are the most important lessons you’ve learned from each promotion or change?
- What are the best and worst aspects of your current job? Of your current organization?
- How would you advise someone who wanted to follow a similar career path?
- The co-mentor—someone who is your equal with whom you can exchange skills, knowledge, and encouragement.
- The remote mentor—someone outside of your organization who can give you a fresh perspective.
- The invisible mentor—someone who you can learn from with little or no direct interaction. This can be a role model who inspires you and whom you may never meet in person.