Nici Columbine, Columbine Communications

Developing women for strong leadership positions in organisations, especially those who aim to move to directorship and board level, requires guidance and assistance from experienced women for aspiring women to navigate the obstacle course up the corporate ladder. Already successful, influential women in the corporate environment need to extend themselves to mentor other women and pave the way to create opportunities for their own and other women's future successes. 

Informal research indicates that there are a number of women who, already in fairly senior positions in companies, struggle to identify strong women mentors but they themselves tend to be more reluctant mentors than their male counterparts. Women in senior positions thus need to take the lead to be role models for younger women wanting to advance in their careers, as it is usually only once women personally experience the benefits of the mentoring and networking process, that they understand and appreciate how they can gain and, in turn, assist others.

Mentoring is a powerful means of helping people make significant personal transitions, both professionally and personally and has seen a rapid up-take in recent years, particularly due to the need for individuals in organisations to accelerate their learning to gain an understanding of self-management and develop their leadership abilities.

The essence of mentoring is imparting wisdom through a process of providing support, advice and feedback that allows the individual to identify their aspirations, maximise their strengths and make their own best decisions*. The process can be very empowering. Women need to become more aware of their abilities and their own worth.

Says Niven Postma, former CEO of the BWA, "One of the biggest issues limiting women in their career development, particularly in South Africa, is their lack of self-esteem. Of course there are other career challenges for women, but I think that it is largely women's incapacity to take positive ownership of their sense of self worth and empower themselves to truly believe in their abilities that limits their opportunities for advancement most."

Traditionally mentoring relationships are forged through contacts outside the workplace and evolve through discussion or random meetings. Workplace mentoring programmes are more formal arrangements that involve an agreement between the mentor and mentee and follow a schedule to monitor progress towards achieving specific goals. To be successful, these programmes should follow selection criteria for both potential partners, facilitate productive matches and include follow-up sessions with a peer member. It is also recommended that mentors be trained and coached to ensure that they retain an objective perspective in the process. 

Says Caryn Conidaris, co-ordinator of the BWA's Mentoring Matching programme 'Using the Quick Connections' (similar to speed dating) methodology, not only matches mentors with mentees, but empowers women to use mentoring as a tool for their own development. It places the responsibility for their personal development in their own hands, and a number of the women involved have gone on to arrange mentoring relationships additional to 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 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 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 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

Nici Columbine is a free-lance journalist and writer of features on leadership, socio-economic and business sector development, organisational and change management, empowerment, gender issues, coaching & mentoring, as well as travel in Africa.

Her work has been published in several South African business magazines, including Business in Africa, Enterprise, Professional Management Review.africa, and in the first edition of Enterprising Women:10 Years On, an annual directory publication focussing on women's empowerment in South Africa.

She is further involved with special interest publications, including Agenda - an African feminist media organisation, as a mentor and coach faciliating leadership and skills development, and with community based organisations such as Twilight Children in Hillbrow.

She is also owner of her own communications consultancy, focusing on strategic, tactical, and applied communications interventions and solutions for organisations and communities undergoing change.