How much time do you dedicate to mentoring your employees?

1.9k views16 Upvotes21 Comments

Chief Technology Officer in Services (non-Government), 51 - 200 employees
My leadership style is servant leadership. I have been mismanaged in my own career and I learned a lot from those experiences about how I want to manage others. I want to build people’s skills and give them that growth mindset. That was one of the characteristics I looked for when I was recruiting; I wanted people that have both the attitude and aptitude to grow. 

I spend a considerable amount of time with team leads, lead engineers, product people and designers, and we talk about how I can help shape their careers and help them achieve their goals for the business. I find that I'm constantly mentoring, but it could be as casual as a Slack message that says, "Have you thought about this kind of thing? Should we talk about it, and maybe collaborate on it?" Then in our one-on-one we can talk about some of the meatier things. I'm always operating in that mentorship mindset, not because I want to tell people what to do, but because I always want to be helpful and provide guidance wherever I can.
5 1 Reply
Director, Security Operations in Telecommunication, 501 - 1,000 employees

Me too.  Unfortunately, so many sr. leaders who should know better totally misunderstand the approach and many times look upon it as a weakness....

Head, Information Security and Compliance in Finance (non-banking), 1,001 - 5,000 employees
Mentoring is a helpful experience that lets younger employees learn from senior staff members. 
I spend a reasonable time with my team once in a week to ensure that, we all are on the same page and working towards the right direction align with the business requirements.
Director, Security Operations in Telecommunication, 501 - 1,000 employees
In my current role, I have a small, mostly entry level team and spend a lot of time "mentoring".  More than when I had seasoned middle management team as direct reports, there definitely was mentoring involved on my part, but the focus was completely different, normally including more "soft skills" and "leadership skills".
Director, Information Security Engineering and Operations in Manufacturing, 5,001 - 10,000 employees
I consider it to be one of the most important aspects of my role. I believe that I have a responsibility to help my people with their own careers and development, and have dedicated time in each 1:1 meetings that I have to engage in mentoring discussions. I do that for past employees who are still in touch with me as well.
Principal in Finance (non-banking), Self-employed
Mentorship is a huge part of what I do with my employees. I expect that the value that's going to be created out of our relationship is not just for the benefit of me. They should be growing and developing personally and professionally too. In fact, I hope that their work with me, while not expected to be career-long, positions them for success in future roles. And because of the relationship and development through mentorship, my hope is that they will come back one day and see how we might work together or partner together again.
CTO in Healthcare and Biotech, 11 - 50 employees
I don’t track the time that I mentor my team, but I can assure you that at least is in each 1:1 and whenever they approach me to talk about what makes them itch.

There is a quote from a character’s movie that I apply ( Nanny McPhee ):

When you need me, but do not want me, then I must stay. When you want me, but no longer need me, then I have to go.
Chief Information Technology Officer in IT Services, 201 - 500 employees
3h a week
Head IT - Infrastructure, Ops & Applications at Dhani, Indiabulls Group in IT Services, 5,001 - 10,000 employees
On demand basis.
CEO in Finance (non-banking), 2 - 10 employees
At least a couple of hours a weeks and its more about to connection, time and consistency.  One of the best ways to have this keeping weekly 1 on 1's.  
VP of Sales in Software, 10,001+ employees
A couple days a month

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Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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Yes, we schedule these as separate meetings37%

No, we discuss them at the same time during scheduled performance reviews51%

No, but we’re working to implement a process for both discussions10%

Not sure2%

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