support them in various aspects of their work and personal lives. Mentors gain much out of the process, it is said often more than the mentees. The process exposes mentors to different generational issues, work situations, and professional disciplines of other women. Mentoring should not be an expensive process, it is mostly about intention of all parties.” In the South African context, the aspects

of diversity and transformation must also be understood in the mentoring relationship. Cultural, racial and ethnic sensitivities do play a part, yet depending on the level of openness and understanding by the mentor, this can actually bring people closer together. Says Sandy Pullinger, Chairperson of the

generous in sharing their knowledge. By the same token, mentees need to appreciate the time and advice given freely by their mentor and be open to learning. Mentoring tends to work best when there is a level of common values, beliefs and understanding of life experiences. Women mentees tend to identify more with women mentors, particularly when it comes to juggling work and family life. However, men provide equally good

BWA’s Mentoring Committee, “successful pairing of working women from different backgrounds and business or industry sectors adds a positive dimension to understanding diversity and - interestingly -brings deeper meaning to the mentoring arrangement”. One of the most important elements

in developing a successful mentoring relationship is establishing a basis of trust. Mentors are not always people with whom a previous relationship exists and, as such there may be unwillingness by the mentee to be honest about aspects of their life. Good mentors must be amenable towards others, and possess the maturity to genuinely care about people’s careers and personal lives. They need to demonstrate their commitment to the process by being amenable and

mentors for women, especially if they have been a role model for the women at some point. Men tend to have a good understanding of business, finance and economics, and can assist women with learning sound negotiating skills and making tough decisions. “In fact, development of women through the inclusion of men as mentors would encourage more meaningful engagement between men and women in business, and thus limit new disparities”, says Shelley Marsh co-director of Knowledge Management International’s Mentorship portfolio. It is important to emphasise that

women’s forums and networks are not to be misunderstood as a feminist agenda for women aspiring to emulate or compete with their male counterparts. It is certainly clear that women do want to be counted in the workplace, but they want to work as equal partners so that their contributions and input can be valued alongside those of men.

*Also known as developmental mentoring

76 Management Today | August 2011