If you are reading this, then it is quite likely that you are a business leader and mentor already, and the very fact that you are looking to improve your skills beyond your current capacity means you are already ahead of the game.
In corporate sectors all around, a general trend has been observed which point towards the conclusion that talented women employees do thrive better under female mentorship. What this means is that women at the forefront of corporate leadership today must continue to improve in their ability to both lead and mentor the leaders of tomorrow. This is facilitated by the easy availability of ILM Level 7 Executive Coaching courses and training nowadays, which we are going to discuss in detail next.
Improving as a Mentor: Where Do You Start?
Given that improving on leadership and mentorship skills only concerns those that are already leading businesses and tutoring fresh talent under them, the very first requirement here concerns completing advanced ILM Level 7 Coaching programs.
However, in order to also include a more comprehensive educational curriculum and training to hone your mentorship skills to a point, it would be a good idea to go with a BCF Group program, which will help you to get that widely respected and vastly useful ILM Level 7 Certificate in Executive Coaching and Mentoring.
The BCF Group is one of the UK's most highly rated Institute of Leadership & Management (ILM) Approved Centres for ILM Level 7 Executive Coaching Courses. To know more about what exactly to expect during and after completing your ILM Level 7 Qualifications in Executive Coaching and Mentoring from the centre, head over to the official site.
In the meantime, some of the advantages of their ILM Level 7 Coaching curriculums can be highlighted as follows:
- Advanced understanding of high-level coaching and mentoring theories
- Critical evaluation of one's own leadership mentoring and executive coaching practices
- Knowing how to relate someone's personality and nature of business to her own mentoring practices
- Personal growth: Effective learning and mentoring fellow coaches
Once you have the ILM Level 7 Coaching Certificate, you are finally ready to take on advanced responsibilities as a business leader and significantly improve on your ability to mentor the fresh, female executives and leaders that rely on you for guidance.
Without the necessary advanced education and training, progress would not be possible after a point, but once you do end up completing your certifications, it is time to build on that that knowledge and training by adding your own unique touches towards developing a mentoring procedure for your clients/executives.
Understanding the 3 Different Aspects of Mentorship which Hold the Most Value to Corporate Women
There are various different aspects of business coaching, but most women usually need more assistance and guidance in some particular areas over others. If you have a certificate in executive coaching and mentoring, you most likely possess the ability to cover at least two of them for your clients.
After going through the opinion of numerous business mentors who have had a great deal of experience in working with talented women across multiple fields, the primary mentoring needs of corporate women in particular seem to be divided into three broad categories:
- Advisory mentorship
- Strategic mentorship
- Operational mentorship
Advisory Mentorship: Feedback
Most women working in a corporate environment agree that their managers are not as straightforward or guiding with their feedback to the female executives as they are usually with the male executives. The feedback is, of course, extremely important for growth, and in its absence, improvement and employee evolution is often stunted - even in those with potential.
The advisory role of the mentor is meant to fill this damaging gap by providing her with valuable feedback which she can then use to further her own progress. It is important for everyone, regardless of gender, to get a clear idea regarding what their weaknesses are that they need to work on, as well as getting feedback on their strengths, so that they know exactly what to rely on in times of urgency. The advisory role played by a coach and mentor involves doing both and much more.
Strategic Mentorship: Exposure
Exposure is another part of the industry where women employees and even female business owners are lagging behind, since managers, partners and other decision makers often end up highlighting the best performing men over the equally talented (if not more so) women.
The job of the strategic mentor is to make sure that her clients are not overshadowed by anyone. They work towards bringing the spotlight to talented leaders and executives, so that they too can form valuable partnerships, get promotions, and find more suited roles for their talents. It is to be noted that experienced and well-connected business coaches who have been in the field for a while make the best strategic mentors for obvious reasons.
Operational Mentorship: Advice
Operational mentorship goes beyond just the generic advice, but involves an actual process and step by step solution to overcoming obstacles in a female executive's path to success, be it for an immediate project or a long-term goal.
Just as experienced coaches and mentors are ideal for strategic mentorship, women need more industry specific guidance when it comes to operational mentors. They need to be women who have actually worked in the specific field concerned, or finding practical solutions and forming strategies to overcome specific obstacles will prove difficult, even if the mentor has her best interests in mind.
When you are a highly qualified, experienced and successful female business coach, know that you are not only helping your clients reach success, but you are at the same time being seen as a role model for women working in the corporate sector. Every time you succeed in making another woman reach her goals, you are inspiring more women to follow in your footsteps, as well as showing them how to walk that road to success by mentoring them.
"Who are you meeting for lunch this week?"
Without fail, my former boss would ask me this question in every weekly status we had. And I dreaded the question. Because my answer was generally a stammering "Umm… No One." Occasionally I could remember what I actually had for lunch. And almost always it was sitting in my windowless cube eating a soggy sad sandwich.
I didn't understand why "who I had lunch with this week" was worthy of being a topic on our weekly status. After all, I was only 6 months into this new job. I was still figuring out how to pull data from Nielsen. I was still figuring out how to write an innovation brief. I was still trying to figure out where the bathrooms were in this maze of a building.
And despite knowing this question would come up in every weekly status, I was reluctant to change my behavior. I didn't see the value in the question. I didn't see the importance of it in my career. I didn't understand why I had to have lunch with anyone.
Because I hated the idea of having to network, to meet people, to put myself out there. Because networking was something slimy and strange and weird and scary. It made my stomach hurt, my throat go dry. And I could feel a faint headache coming on.
Even Oxford's definition of networking only reaffirmed my fears of what networking looked like: the action or process of interacting with others to exchange information and develop professional or social contacts.
Because please don't ask me to walk into a room where I don't know anyone. And stand in the corner sipping a bad glass of Chardonnay. Please don't ask me to slide my business card out and not so subtly shove it in your face. And ask you to do something for me. Please don't ask me to network. Because I hate networking.
And I used to hate networking (okay, maybe hate is too strong.) I still really dislike the term. "Networking" seemed about getting something from someone. Or someone getting something from you. A favor, a job, a referral. "Networking" seemed very transactional. And someone shoving a business card at you (which happened to me recently at event) only solidified by feelings.
And over the years, I came to really understand that networking wasn't about "the action or process of interacting with others." It was about building authentic connections. It was about meeting people who were different than you. It was about expanding my community. And creating new communities. It was tapping into more and more communities I could belong to.
And as I slowly started to change my view on networking- I mean building authentic connections- I started to realize my communities were more inclusive than I thought. My best friends from middle school. Former bosses. College Alumni I met after we had graduated. Colleagues from past companies. Vendors and agency partners I had once worked with. Colleagues I had once managed. As my family expanded, my husband, my two sister-in laws and my brother in-law. A whole host of fabulous cousin-in-laws. My baby brother as his career skyrocketed. And fellow parents in my kids' school.
I still hate networking. And I love building connections. And helping to build connections and be a bridge for other people.
Now, when I go to a large event, I try to go with a friend. We have a drink at the bar and then part ways to try and make new friends. If we don't authentically connect with other people, and we have made the effort, we always have each other to back to.
Now, I try to meet one new person a week at my company or in my broader community, or reconnect with someone I miss seeing. (This doesn't always have to be in person, can be text, Zoom or Facetime.) And if you can't commit to doing that, that you should seriously relook at your schedule. I thank my former boss for that constant reminder.
Now, I joined Luminary, a women's collaboration hub in NYC, which has been life changing for me. I am also on the advisory board. It's all about women supporting and lifting each other up- to get more money, get that next big promotion, or start their own venture. It's a built-in community of unwavering support.
Now, I am working on expanding my community of moms. Not too long ago, I worked up the nerve to ask a fellow mom in my daughter's class if she wanted to get together. She thought I meant a playdate. I meant drinks. And after one late night out drinking, I have bonded with a whole new set of badass women.
And all of these communities. I am there for my communities. And they are all there for me. Referral for a job at my company. Coaching on how to survive a bad boss. Advice on how to ask for more money. Supporting each other as we care for aging parents. Candid feedback on why they didn't get that promotion. Commiserating over a cocktail on which working parent had the worst week ever.
So please don't ask me to network. Because I hate it. And well actually I don't have a business card to give you. I haven't printed one in four years.