Dr. Jesus “JB” Cuartas is an alumnus of Military Mentor’s eMMissary Fellowship Program, Federal Emergency Manager, and Adjunct Professor at Georgetown University. He holds a Doctorate in Business Administration from the LeBow College of Business at Drexel University, Master’s in Professional Studies from Georgetown University, and is a Certified Emergency Manager with the International Association of Emergency Managers. Dr. Cuartas served nine years, including multiple combat deployments, in the US Army as a Combat Engineer conducting counter-improvised explosive device operations and technical urban search and rescue operations.
"Let’s make sure we get something very clear from the onset—the words ‘use,’ ‘leverage,’ or anything along those lines should never be an appropriate way to describe this (mentor/mentee) relationship from either one of us.”
Emerging leaders' programs, networking groups, employee resource councils, coach pairing, teacher/trainer roles—the list of initiatives and offerings aimed at fostering professional growth is extensive. These programs often start with the noble intention of connecting the "seeker" with seasoned professionals within an organization, hoping to spur progress in some form or fashion. However, a critical aspect often overlooked is the genuine essence of mentorship, which can be overshadowed by ulterior motives.
Reflecting on my first “formal” mentor experience, part of a program designed to pair military veteran senior corporate executives with transitioning military personnel, I remember vividly the lesson imparted by my mentor. He saw that “look” in my eye—the one that betrayed my excitement and my ulterior motive of viewing him as a “golden ticket” to the job market. He shut down that expectation within 20 minutes of our first lunch together.
This initial encounter was a pivotal moment. Would it be so bad to see a mentor as a fast track to a job? From a short-term perspective, perhaps not. But in the grand scheme of things, this approach would have diminished the true value of his mentorship. He couldn’t fast-track every veteran, nor could I perpetuate that cycle sustainably.
Mentor-mentee relationships should transcend transactional interactions. They should focus on building, growing, learning, venting, receiving praise and criticism, connecting genuinely, and accepting "no" without resentment. This relationship should not be about selling oneself, pleading for favors, lying, or maintaining false pretenses for personal gain.
The quote at the beginning? It was from my first formal mentor, and I have since "repurposed" it at the onset of mentorship relationships I have had. It sets the tone for authenticity from the start. You might disagree, and that's okay. Who am I to convince you in this article—we haven’t even met yet. But I encourage you to reflect on this with your mentor or mentee. Genuine mentorship is not about scrolling through feeds, engaging with followers en masse, or measuring impact by subscriber counts; it’s about real, impactful relationships.
Real-World Examples and Data. Now, if that was not enough, consider the following examples to illustrate the impact of authentic mentor-mentee relationships as some takeaways.
Corporate Mentorship Programs. Microsoft emphasizes the importance of employee retention through mentorship programs. Effective retention strategies, including mentorship, boost morale, productivity, and overall employee satisfaction (Microsoft Cloud, 2023). Google has implemented various mentorship initiatives such as the Stay & Thrive team and Elevate+ program. These programs aim to understand and address employee attrition while providing targeted mentorship to promote career development and leadership skills (Google, 2022).
Statistics on Mentorship Impact. Research by Together Mentoring Software found that employees who participate in mentorship programs are significantly more likely to stay with their organization. Specifically, mentees have a 22% higher retention rate, and mentors have a 20% higher retention rate compared to those who do not participate in such programs (Together Mentoring Software, 2022). A study cited by HR Daily Advisor indicates that companies with mentorship programs see a 50% higher retention rate among employees involved in these programs. This data underscores the effectiveness of mentorship in retaining talent (Moser, 2022).
Case Study: The Tech Industry. Google's Momentum program in Canada, part of the Black Googler Network, pairs mentors with mentees to create personalized career development plans. This program aims to advance the careers of Black employees through mentorship, coaching, and training, fostering a sense of belonging and professional growth (Google, 2022).
Leadership Development. The Harvard Business Review discusses the importance of holistic mentorship programs that focus on developing emotional intelligence and leadership skills. These programs not only help in career advancement but also contribute to overall organizational performance and employee satisfaction (Moser, 2022).
By emphasizing the authentic, relationship-focused nature of mentorship, we can create environments where both mentors and mentees thrive, leading to sustainable personal and professional growth.
References
Google. (2022, 06 30). Google Diversity Annual Report 2022. Google Belonging. Retrieved 06 24, 2024, from https://about.google/intl/ALL_us/belonging/diversity-annual-report/2022/retention/
Microsoft Cloud. (2023, May 16). Employee Retention: Strategies and Plans. Microsoft. Retrieved June 24, 2024, from https://www.microsoft.com/en-us/microsoft-365/business-insights-ideas/resources/employee-retention
Moser, M. (2022, July 26). Mentorship Programs: A Talent Retention Silver Bullet for HR Leaders. HR Daily Advisor. Retrieved June 24, 2024, from https://hrdailyadvisor.blr.com/2022/07/26/a-talent-retention-silver-bullet/
Together Mentoring Software. (2022, March 18). Statistics on Mentorship: The Latest Research on Employee Development. Together Mentoring Software. Retrieved June 24, 2024, from https://www.togetherplatform.com/blog/statistics-on-mentorship
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