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Last year Adam Kingl, Director Mentor matchmaking Learning Solutions, London Business School, surveyed Gen Y matchmakign from 33 countries and revealed that 90 per cent of Mentor matchmaking group plan to spend less than five maatchmaking with an employer. Furthermore, Kingl says that based on current trends, Generation X will likely have seven to eight jobs in their lifetime, whereas Gen Y will have 15 to It's small wonder then that people seeking a broader business perspective are now looking beyond their workplace for a mentor.
An essential part of achieving the most from mentoring is finding the right match. Before deciding whom your mentor should be, consider what you want to achieve from the relationship. And if you feel a magnetic pull, make sure your mentor can draw you closer to your end goal. Expand your network Knowing where to begin when searching for a mentor is challenging, so consider starting somewhere outside your existing network.
Matchmakiing Fernandez-Mateo points to a well-known sociological finding Matchmakinf Structural Holes: Social Structure of Competition — you get the best ideas and advice from people outside your own network. To explain, she proffers two scenarios. The first involves Bob, who only Mentir connections from the same network. The second network, belonging to Julia, has the same number of connections, but from different business groups or industries. Burt, University of Chicago to further explain. Chitra Stern MBA, founder of Martinhal — a luxury resort based in Portugal — and speaker at WIB, understands the importance of having a network when you go it alone.
Her advice is to develop existing relationships to get ahead. Choose carefully the people you develop friendships with and keep developing your relationship with them to get where you want to be. Being an entrepreneur and mother gives Stern insight into what it takes to be a role model.
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But who inspired her? Stern machmaking that she was encouraged to become Menttor entrepreneur in her mids, after reading Anita Roddick by the eponymous Metor of Body Shop. Well, consider this matchmaking scenario. Roberta works in the marketing department of Company ABC, which promotes Matcnmaking appreciation for cultural diversity. Roberta is smart but also nervous about all the traveling she must do. She gets along well with Jane, the local sales manager. It's Jane's first job out of college, but she's worked her way from account executive to local sales manager in just two years.
Roberta and Jane are the same age, share similar values, and have great chemistry. Jane would like to mentor Roberta, and Roberta agrees. After all, the two are friends and often socialize with one another. Wouldn't this be a great match? A mentoring relationship shouldn't be a friendship in disguise. Instead it should be a purposeful match made by the program manager-a person who won't base his or her decision on the "friendship status" of the mentor and mentoree, but rather on whether the two can benefit from working together for months.
Remember, the benefits of friendship e.