Section Four
Mentoring is another important method for training
managers and professionals. Many of the subtle skills needed to
advance to the highest-level positions are learned through
mentoring relationships. Aside from providing viable role
models, candid feedback, instruction, insights into the
company’s politics, advice, and other support, mentors also
serve in other valuable capacities. Mentors are frequently in the
position of sponsors who help their protégés gain visibility and
responsibility. One of the barriers to the advancement of
women to the top positions of their companies has probably
been the lack of female mentors in male-dominated career
fields. Although men are sometimes the mentors of women and
women the mentors of men, mixed genders introduce special
complexities such as concerns about how others may perceive
the relationship.^64 An example of problems of perceptions and
their heavy toll on those involved is provided by the case of
Mary Cunningham, a young Harvard MBA, and Bill Agee, the
CEO at the former Bendix Corporation, now part of
Honeywell.^65
Aside from providing an invaluable service to the
developing manager or professional and the organization,
mentoring can provide a great deal of satisfaction to the
mentor. Mentors are usually 8 to 15 years older than the junior
employee. Given the age and experience requirements,
mentoring would be expected to begin at the midpoint of