We’ve completed the 5th reorganization at Ford (Marketing, Sales & Service) since 2005.  Nearly 50% of our staff have departed (retirements, voluntary and involuntary separations); dozens of “demotions” at every level of management were required to keep the ratios of managers to employees from embarrassing levels.  With this level of disruption as well as the departure of many of the true leaders in the organization, it has left the balance of the organization in a state of shock.

The “off the record” questions are difficult to answer.  For an organization that historically provided movement and promotional steps every 18-24 months on average, what does the new career path look like without promotional opportunities on the horizon?  How can someone evaluate where they stand relative to their peers anymore (even if they know who their peers are)?  It may be many years before there is professional movement in this company.  All those demoted will be restored or at least given due preference when an opening occurs, so those with less than 10 years may be in their jobs for the foreseeable future.

Most feel guilty for being so self centered even to think about such questions, but it is difficult to change mid-stream.  Our first priority should be the restoration of the company (cash flow, continued reduction of costs/unnecessary bureaucracy and inefficiency and improving our revenue).  So what advice can we give to those around us when career progression seems to have come to a halt?

Turn a dead end into the proverbial Cul-de-Sac.

I love Dilbert but feel the author must be following me around for material.

Even though I have been experimenting with this blog for the past few weeks, I can’t help but feel a bit of awkwardness and narcissistic in this endeavor.  As my intention is to focus on others and not on myself in this forum, I am finding it a bit unnatural.  However, sharing a few opening thoughts about mentoring and capturing materials I’ve used over the past that have reportedly been valuable to others is worth the risk of feeling awkward for a while.

The heart of true mentoring requires selflessness. It is the art of truly putting someone else first.  To understand what THEY need and want and to advise them on how they might achieve their goals.  At times it may be as simple as a word of advice or helping them evaluate options; it’s teaching.  It goes beyond supervising…it’s not mandating their actions or conforming them in your own image.  The focus is on them.  Understanding what they want and need to achieve success.

In some respects it follows the art of parenting…you eventually become more focused on the role of Shepard rather than hand-holder.  Advising on the bigger picture rather than the first step.

It is selfless act–which ironically has incredible personal rewards.  I have witnessed greater impact on policy, process and performance by touching the lives and careers of others than I ever could have dreamed of doing alone.  It is exhilarating to see the results of someone you’ve coached achieve that which you influenced and played a roll.  It is also a terrific compounding activity since they often mentor their own contacts with similar philosophy and conviction.