We often hear about the need for gaining and sharing organizational knowledge to further our careers, reach our goals (and create new ones), and make connections in various industries.
One of the best ways to share knowledge is also a vital part of the leadership toolkit – mentoring.
Mentoring in the Workplace
Mentoring is an essential leadership skill and encompasses the professional development of others. Mentors show others the ropes, answer questions, and guide mentees in the direction they need to go.
When a new employee first meets with a mentor, the first question often is this:
What can you tell me about your experience at this organization?”
Mentees must get oriented to their working environment and learn how to handle the challenges it poses. The mentor serves as a guide through those challenges with advice and constructive criticism, while paving the way to the mentee’s next goal or challenge.
Throughout the process, mentors build on their acumen as leaders and information sharers.
Sharing organizational knowledge is an invaluable part of mentoring, as much as it is a way to keep an organization’s business practices. Mentoring to share knowledge is different from traditional mentoring, in that there is more emphasis on practical applications than on organizational culture or building networks.
The key is to combine both types of mentoring.
Sharing information about an organization and teaching about its culture, mentors offer mentees a richer experience and a more complete picture of the organization and its needs.
Types of Knowledge
Knowledge management (KM) is the process of capturing, distributing, and using knowledge, and considers an integrated approach to sharing the information assets of a given organization. These assets include policies, databases, documents, procedures, and the expertise and experiences of individual employees.
KM looks primarily at two types of knowledge, explicit and tacit, which are the primary types of knowledge imparted to employees, especially via mentoring; a third type, embedded knowledge, can be found in processes, organizational culture, and ethics.
- Explicit knowledge is codified and can be found in documents and databases.
- Tacit knowledge is more intuitive and is rooted in experience, context, and practices.
Learning How to Teach
One way to look at mentoring is to imagine teaching someone how to ride a bike. The act of learning to ride the bike is tacit knowledge, while a set of precise instructions on how to ride the bike is explicit knowledge. And embedded knowledge is the “rules of the road” to keep in mind while riding the bike.
Establishing mentoring relationships is crucial to fostering leadership skills and professional development, both for mentors and mentees. Mentors ensure the transfer of organizational knowledge and offer guidance to those who may one day become leaders themselves; mentees benefit from learning about their roles and the organization.
So how are you doing at creating an atmosphere and workplace that actively relies upon sharing knowledge, experiences, and expertise? If you are not doing this, what steps can you take now to implement a process of systematic mentoring to help people learn, grow, and develop? I would love to hear your thoughts!
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