The Power of ‘Mentoring’ Pt 2
As I wrote in Part 1; the power of mentoring is in its foundational motivation, which is a leadership that is Transformational in Nature. What do I mean by Transformational Leadership?…lets have a look at what it is!
What is Transformational Leadership?
It is the difference between leadership that considers the person they are leading ‘below’ them, and leadership that sees themselves as a conduit for those ‘above’ them.
The former results in language and atmosphere that has overtones of dictating, telling, consequence, reward and control; and that for someone at the ‘bottom’ to grow they would have to compete with and displace someone ‘above’.
The latter; what I would call Ground-up leadership, results in the ability to better align with our nature; organic, creative and interdependent beings; knowing that those who grow and continue on from my knowledge, do so on my shoulders…they are ABOVE me…as limbs of a tree are above their trunk, which is the conduit for them to receive the nourishment from the roots that the trunk is connected to.
Transformational Leadership, transforms our ideas about leadership to become the conduit for the nourishment that our people need; we hold the structure, the DNA pattern of our team/organisation/community/family, we are the strength…but we grow TOGETHER…and mature…down…to be able to support more new growth ABOVE us.
Mentoring is this in practice. Coaching is this in practice. Teaching also, ought to be this in practice….each being lead in a slightly different role or responsibility, but from the same paradigm, same principles and way of being. That if I can help you grow…we will both grow better…because we grow together.
Transformational leadership is characterised by
Having and nurturing the capacity for positive influence
Inspiration; finding it and being it for others
Engaging other people’s capacity to think for themselves
Approaching, Considering and Relating to each individual as their own person
Going beyond the call of duty; beyond existing goals, rules, procedures and norms, creating new goals that champion above and beyond any sense of ‘good-enough’
Being agents of cultural change; having clear vision for the future; social architects for transformation
Building others’ trust in their vision and their ability to enact it.
See your people…those who you could mentor, coach, teach and lead…picture them above you…you are their trunk…they your branches that bear fruit…look up and ask three questions:
What do they need to ensure we are successful together?
How can I be a conduit for those nutrients?
How can I lead them better?
