Mentors matter when they do it right

THE MENTORING BOSS Mark Price, writer and former MD of Waitrose, shares his workplace fables – true stories from the business front line that can teach us about career success

I’m not sure I need a mentor,” said the Graduate Trainee to the HR director. “I’m very clear on what I want to achieve,” she explained confidently.

The HR director was most insistent, explaining there would be twists and turns along her chosen path and that some sound advice from someone who had been there before and could act as a sounding board would be helpful.

The Graduate Trainee reluctantly agreed and was paired with the CEO of a prestigious food business. She thought this was odd, as she didn’t work in the food industry and didn’t intend to. The plan was to meet three times a year.

At the first meeting, having both talked for a while about their backgrounds and got to know each other a little better, the CEO asked the Graduate Trainee what she wanted to achieve.

The Graduate set out her ambition to run the company she had joined.

“How about your other objectives in life?” he asked. “Your objectives for your personal life, relationships, family, hobbies, places to visit, things to learn, where you live, how you live?”

“I haven’t thought about it,” she said, puzzled.

“Then for the next time we meet I’d like you to write out 50 objectives for all the things you want to achieve,” said the CEO.

At their next meeting, four months later, the Graduate produced the objectives for her life list. “I could only think of 23,” she said, working her way down the list. “Most people only have that many,” explained the CEO. “What you have done is to set out what your ultimate aspiration is. What you have not done yet is to set out what your objectives need to be to achieve your end goal.”

“So if my aspiration is to be the boss of the company, you want me to set out what my objectives need to be to get there?” said the Graduate catching on.

The CEO nodded and explained how one objective built on the next until you reached your end goal. These could be future qualifications you needed, or people you should meet, or skills worth acquiring. But these objectives at work were also tied to your wider objectives in life.

“And review your objectives every three years because as you develop you might decide that one set of objectives takes precedence over another. More midterm objectives may be needed or some may change to get to your new end point.”

The Graduate had been listening, carefully. “So I build a path to an end point that has fixed points along the way, but it’s flexible and can be changed based on my circumstances. That’s helpful.”

Moral of the tale:

Having a grand plan is great but understanding the steps to get there vital for success.

Mark Price is author of Workplace Fables: 147 True Life Stories (£10.99, Stour Publishing). To order your copy for £8.99 plus p&p, call 0844 871 1514 or visit books. telegraph.co.uk

Share your Workplace Fables and learn more about Mark’s mission to improve workplace happiness at engaging.works/ideas

‘What do your objectives need to be to achieve your end goal?’