Tip #8 Understand and plan for phases of a mentoring relationship. Build in time for evaluation and closure.

Tip #9 This is about learning, whether you’re a protégé or a mentor. Keep a journal.

Tip #10 You don’t need a single mentor who you keep throughout your career. What you need is a mind-set that allows you to learn from those around you, no matter who they are. To get ahead, create your own multitalented “board of advisors”

Judith Lindenberger MBA has a distinguished career in human resources consulting and is recognized for her innovation and excellence. The Lindenberger Group, LLC provides results-oriented human resources consulting, organization development, customized training workshops and personal career training to help individuals and organizations improve their productivity and performance. The Lindenberger Group is a two-time recipient of The Athena Award for Excellence in Mentoring. Contact them at 609.730.1049 or info@lindenbergergroup.com or www.lindenbergergroup.com

Here are four tips for how to do right:

1.Be proactive. Nip issues in bud and avoid messy interpersonal tangles that result from neglected communication. Meeting with employees on a monthly or quarterly basis instead of annually, for example, conveys, "Your success is important to me, so I want to be accessible to you."

2.Be specific. It’s never easy to provide negative feedback regarding someone’s work, but as a leader you can’t avoid it. Be as clear as possible when providing feedback (both positive and negative). Give specific examples that illustrate your points.

For example: Instead of saying, "Your attitude is bad" or "That didn’t work," you might say something like, "When you miss deadlines, then cross your arms and look away when I discuss it with you, it gives me impression that you don’t care about quality of your work. I’d like to believe this isn’t true. Can you help me explain this better?"

3.Develop a progress plan. Be clear about specific changes in behavior that you expect in a specific period of time, and follow up as scheduled.

4.Link employees’ performance to organizational goals. Reinforce value of your employees’ contributions by giving specific examples of how their work and positive behaviors serve organization and its customers.

If you are not doing these things, why would anyone else in your organization do them? Craft a performance appraisal process that encourages truth or consequences.

Judith Lindenberger MBA has a distinguished career in human resources consulting and is recognized for her innovation and excellence. The Lindenberger Group, LLC provides results-oriented human resources consulting, organization development, customized training workshops and personal career training to help individuals and organizations improve their productivity and performance. Contact them at 609.730.1049 or info@lindenbergergroup.com or www.lindenbergergroup.com