The Foreign Service Journal, June 2015

THE FOREIGN SERVICE JOURNAL | JUNE 2015 37 essential for an effective and enduring partnership. Mentees should initi- ate contact with their mentors and come to every meeting with prepared agendas. We encourage mentees to articulate their expectations. Being able to effectively manage partnerships with mentors is a great way to learn to be proactive in per- sonal and professional development. Mentees also have the opportunity to learn how to “manage up,” a valuable Foreign Service skill. Meanwhile, mentors should demonstrate interest and commitment by gauging their mentees’ needs and always respond- ing to communications in a timely manner. Motivation and expectations. Mentees should enter partner- ships with the appropriate motivation, while mentors should continually challenge their mentees to pursue opportunities that are advantageous for their long-term career prospects. Mentees should not assume mentors are obligated to help them secure future assignments. Instead, mentees should strive to build a foundation of mutual trust and understanding with their men- tors. Through regular interaction over time, mentees will learn skills to enhance their competitiveness in the bidding process. Meanwhile, mentors should be prepared to assume multiple roles, including serving as a sounding board and providing acco- lades and support at certain times. Learning and growing equally. Both parties should actively participate in learning and growing together. Mentees will feel more invested in ensuring a successful partnership if they are given the opportunity to contribute as equal partners and to reciprocate their mentors’ contributions over time. Sharing experiences and constructive feedback. Mentors should strive to encourage their mentees to share their previous experiences and perspectives, and both should be prepared to provide each other positive and constructive feedback. Mentors can help entry-level employees learn the unwritten rules of the Foreign Service, while mentees can provide valuable input as new employees of the department. Mentees are frequently able to pro- vide expertise in areas where their mentors may lack familiarity. Networking. Among the many benefits for mentees is the abil- ity to tap into their mentors’ networks of information and influ- ence. Mentees also will learn to develop mutual trust and interact with authenticity—both characteristics that can aid diplomats in their daily work. Since mentors are not usually in one’s chain of command, mentees can freely share concerns without regard to position or EER. Mentoring partnerships offer ELOs a chance to learn to work comfortably with more senior managers. Confidentiality. While mentor-mentee partnerships are not exclusive, any information shared should remain confidential to enhance the openness and strength of the relationship. Mentors should not disclose information in their mentees’ EERs without their prior consent. Mentees should keep private conversations with their mentors truly private. • Multiple Partnerships. Having access to multiple mentors will enable mentees to receive different types of support. We recognize that mentors and mentees will not always live in the same city, and that relationships may evolve over time. For this reason, we recommend that mentees be proactive in seeking out multiple mentors—including a mentor whose personal back- ground, age, gender, race and professional experience differs significantly from their own. In fact, partnerships with great dif- ferences between the mentee and mentor offer the greatest learn- Locally employed and Civil Service colleagues can also be fantastic mentors, lending their cultural and institutional knowledge. CG Galt listens to Jay Vinyard, a 91-year-old U.S. veteran Hump pilot, describe his experiences in World War II as part of the opening ceremony of the Flying Tigers Heritage Park in Guilin, Guangxi Zhuang Autonomous Region, on March 28. PUBLICAFFAIRSSECTION/U.S.CONSULATEGENERALGUANGZHOU