Mentor Military - A military officer's mentor's guide. Raymond A. Kimball. West Point, New York: Center for the Advancement of Leadership Development and Organizational Studies, 2015
"The problem of the consultant! It is important because it shapes the current and future state of our Army. It is important because at our core we are social creatures who need each other's company to thrive. It is important because, as iron grinds iron, the experts become more dangerous and powerful when they curse.” Counseling Manual for Military Officers, p. 4
Mentor Military
, Raymond Kimball explores in depth the roles, tasks, steps, challenges, and benefits of mentoring and being a mentor. Kimball uses his own experiences and the experiences of various leaders to explore the details of mentoring, including recommendations on how to be a successful mentor on the three functions of mentoring for career development, psychological relationships and role models. Acknowledging that he is an officer and therefore does not have direct experience or full understanding of mentoring in the Army Non-Commissioned Officers (NCO), Kimball nevertheless provides an overview of mentoring responsibilities for US Army NCOs.
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Serving at the Center for Advanced Leadership Development and Organizational Studies at the United States Military Academy (USMA) at West Point, Lt. Col. Kimball is in a unique position to research and contribute to the development of consulting for military officers. He graduated from USMA with a BA in Russian and German studies and a Masters from Stanford University in History, Russian, Oriental and Eurasian studies. A longtime student advisor, Kimball's work on the subject includes
Kimball organized his counseling guide into three parts. The first part deals with the theory and definition of mentoring and is basically an overview and introduction to mentoring, including the difference between coaching and mentoring. The second part focuses on the results obtained from academic, psychological and social work. The third part offers counseling recommendations, moving around in different counseling situations: chain of command, age and gender differences. He concludes with observations about other areas of mentoring, including NCOs, other military services, and other professions. While drawing from the experience of experts in the US Army, I believe Kimball's insights can increase the effectiveness of consultants in other military services, large government agencies outside the Department of Defense and even in the private sector.
What impressed and enlightened me was Kimball's reference and use of Dr. Kimball's four-step counseling style. Kathy Kram. I've always thought of mentoring as just a relationship, you can be a mentor or you can't be a mentor. Kram suggests, and Kimball emphasizes, that mentoring is a process or life cycle. Kimball identifies the first phase of initiation, a year-long period in which the mentor and participant explore their relationship. The second phase, the cultivation phase, can last two to five years and can be a productive and frustrating time in the relationship when expectations are met or not. Separation, in the third stage, aims to change the relationship between the mentor and the sponsored person. Kimball notes that no mentoring relationship is permanent, and that the two separate as a natural part of life. The final step is redefinition, where the sponsored person becomes a mentor to someone else, or the sponsored-mentor relationship is redefined for a different purpose. Kimball observed that even though the initial counselor-sponsored relationship changes and the counselor no longer takes that role, many couples stay in touch for years, a full career, or a lifetime.
Kimball also focuses on the participant's opinions and needs, something that many other consulting jobs fail to do. By interviewing professionals who are both caregivers and counselors, Kimball can provide counselors who can give them an idea of how they might be perceived or their impact on those who seek to counsel. A key factor identified in Kimball's research on successful mentoring was the mentor's attempt to fill gaps in the individual's development that were not met by their position at the time. For example, Kimball mentions a leader who helped a young lieutenant develop tactical leadership skills, even though the lieutenant was assigned an organizational rather than an operational position. It also provides insight into the efforts that counselors sometimes have to make to develop a relationship with a potential custodian who they see may be in, but who sometimes does not seek out a counselor.
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Another role that Kimball emphasizes for counselors is to develop strong communication skills in the ward. He suggested, and those he interviewed reinforced, that mentors can contribute to the future success of their followers by encouraging and supporting them to develop and use good written and oral communication skills. Of particular note, Kimball emphasizes that a strong mentor will allow wards to learn how to disagree with others effectively and professionally. Such professional disputes stimulate discussion, which is essential to the health and stability of the US Army, other services, and any organization that relies on consultative relationships. within its membership.
For those who want to be mentors or guardians, or who want to develop good mentorship within their organization, Kimball's
This is a great how-to guide. Her observations, insights, and best practices are based on the experiences of people who have benefited from productive mentor-mentee relationships. They are practical, easy to implement, and certainly help each reader to become more aware of their methods and effectiveness as a consultant. And, when leaders are more effective as counselors, we all grow stronger and more capable.
Jim Greer is a retired US military officer, brigade commander and veteran of campaigns in the Balkans, Iraq and Afghanistan. Dedicated to leadership development, he holds a Doctor of Education degree and is the Director of the US Army's School of Advanced Military Studies. Today, he teaches and researches leadership for government and commercial organizations. The views expressed in this article are his own and do not necessarily reflect the official views of the US Army, Department of Defense or the US Government.
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Did you enjoy what you just read? Please help spread the word to new readers by sharing it on social media. Mentoring should be an integral part of your transition from civilian to civilian career. With a mentor, you gain knowledge, information, resources, and connections with key influencers, insights, and opportunities. Your mentor will support you, encourage you, and hold you accountable to goals that you both agree are in your best interest.
When mentors go through formal programs and informal relationships, there are a few questions to ask your mentor to ensure you get the most value from the relationship.
Your mentor may be interested in sharing their own experiences and career paths. Whether they were ahead or not, asking how they got to where they are today will reveal challenges and opportunities you may have anticipated for your civic project.
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If you work with a pre-breakup counselor, they can guide your thought process and evaluate your options. This can be very helpful for your first job. If you've been in civil affairs for a while, your mentor can help you resolve day-to-day challenges and questions, provide resources and advice on growth and networking opportunities, while ensuring you manage your work-life balance.
Your mentor may be an expert in the industry or have spent their career in a particular field or with a company that interests you. Ask them about the industry and company they work for to get a better understanding.
Professional relationships will not have the same goal and common intent as the relationships you established. I hope you will meet people who will support you, encourage you and help you, but they will still be different. Your advisor can provide guidance here.
Although the direction of the mentoring relationship may be up to you, your mentor or mentee will benefit from asking them an important question:
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Your list of questions may vary slightly depending on the type of mentoring relationship. If it's a one-time call, you can go through this list in order. If you sign a 6-month consulting contract, these questions are likely to arise over time, many other questions and thoughts arise.
Mentors are most successful when the mentor is focused ("What do I need?") and the mentee is prepared to meet those needs.
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