MENTORING FOR SUCCESS A review of formal mentoring efforts yields a list of to-dos and


must-haves for developing programs that enhance career development for mentors and mentees alike.


by Dr. Stan Emelander E 132 Army AL&T Magazine


nthusiasm for mentoring programs continues to grow. It’s cited as the most popular talent development method of 2014, according to Michael Bergelson, CEO of Everwise, a company that specializes in mentoring, and 96 percent of Fortune 500 executives responding to a recent survey


said mentoring is important for career development, according to a report in Param- eters, the U.S. Army War College Quarterly. Today’s careers are marked by increasing change and instability, and mentors can provide a source of much-needed continuity. Knowledge workers often need a longer period to learn the subtleties of their roles, similar to apprentices in skilled trades who, from at least the Middle Ages, developed with the guidance of a master. Similarly, today’s workers benefit from the knowledge and experience of a more experienced mentor to help guide their career development. Mentors can also be a resource to mentees transitioning into new jobs, speeding their route to effectiveness.


I had the opportunity to focus on mentoring during a six-month (September 2014 – March 2015) developmental assignment at the Office of the Army Direc- tor, Acquisition Career Management (DACM), within the U.S. Army Acquisition Support Center (USAASC) at Fort Belvoir, VA. Te Army DACM Office provides certification, career guidance and developmental opportunities to the 37,000-strong


July-September 2015


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