I’ve always seen great mentors as those who invest in both the professional and personal growth of the people they support.
They take the time to truly listen, understand individuals’ strengths and goals and then help guide them toward opportunities that challenge and develop them.
They conduct themselves in a way that is approachable and honest, creating work environments where people feel welcome and encouraged.
They help team members build confidence in their own decision making, focusing on long-term potential and not just immediate results.
Amazingly, these efforts and mindset not only boost individuals’ career prospects and morale- they are also good for business.
Here at KiddeFenwal, where I’ve proudly served for more than 15 years, our approach to mentorship is a strategic asset.
Sophia DeHart
By removing bureaucratic layers and deliberately empowering team members with real exposure to top decision makers who maintain open door policies, we’re organically mentoring self-starters, preparing them for future leadership roles while boosting team performance.
With real trust, responsibility and the accountability that goes with it, team members at every level are given stretch opportunities, which adds fresh thinking and new perspectives to advancing initiatives and frees up supervisors to focus more on the big picture.
This has allowed us to move with remarkable speed and instill organizational agility as a cultural norm and expectation.
Equally important, it has fostered a positive work environment.
Our people are highly motivated and enthusiastic.
They take pride in working closely with top leaders and seeing the tangible impact of their efforts, which adds a strong sense of purpose to everything they do.
Many individuals and organizations are under the misapprehension that mentorship requires overly formalized processes, but this doesn’t have to be the case.
In fact, official mentorship programs are often ineffectual because they operate out of a place of obligation rather than strategic importance and authenticity.
Sophia DeHart
Consider the busy executive required to make time for a quarterly lunch with a junior employee simply to check a mentorship box.
That’s hardly time well spent for anyone, especially in today’s business environment.
We’re all working harder than ever, and have little room for initiatives that are for perception purposes alone.
What’s more important is that team members deeply understand that mentoring is an investment that, when done well, yields significant financial and emotional returns.
Mentors can help shape the kind of employees they want on their teams and mentees can turbocharge their professional trajectory, while organizations benefit.
It’s a win all around.
As I’ve taken on more responsibility at KiddeFenwal, transitioning to the role of Vice President of Customer Experience, I have developed more empathy for executives that have struggled to devote time to mentorship.
Sophia DeHart
There are simply not enough hours in the day.
But, I believe this work is crucial for people leaders and a fundamental aspect of any leadership position.
One of the ways I navigate this challenge is modeling good mentoring behaviors, even if I can’t devote as much one-on-one time as I’d like.
This can be accomplished with intentionality and mindfulness, often simply by exemplifying key attributes during team meetings, calls and other interactions- for example:
When I do engage in one-on-one mentoring, I am most impressed by and appreciative of mentees who bring proactivity, curiosity and a solutions-oriented mindset.
Those who arrive prepared and eager to understand the “why” behind a strategy accelerate their growth and maximize our time together.
Strong mentees also inspire mentors. Supporting driven individuals sharpens our own leadership and creates a rewarding feedback loop where we feel truly invested in their success.
To make the most of the experience, I recommend mentees think deeply about what they hope to gain from mentors, clearly define their goals and focus on creating a sense of shared achievement.
Mentorship is valuable regardless of gender, but there is something uniquely powerful about women mentoring other women.
For those of us who grew accustomed to companies and/or conference rooms dominated by men, strong female leadership can be highly motivating, expanding our perspective on what is possible and making professional success feel more attainable.
Bigger picture, it can create strong workplace cultures, and help more people feel supported, inspired to grow and truly like they belong.
As someone whose career has spanned semiconductors, aerospace and fire suppression, I have previous experience in being the sole woman in the room.
But times are changing for the better.
I am encouraged by the rise in women leaders- both in KiddeFenwal and all across the industry- sharing experiences, building confidence and encouraging each other to take on new challenges.
Sophia DeHart
And as a leader myself, I am grateful to their example and highly focused on paying it forward, helping develop the next generation of fire and safety leaders, women and men alike.
