This book tackles the question of why men are terrible at mentoring women and how to fix it. The book is written as a practical, common-sense guide aimed squarely at men who can recognize opportunities for cross-gender mentoring, but aren’t sure how to start. If you’re a man, do a quick inventory of your mentoring relationships. If none of them involve women, pick up a copy of this book and use it as an opportunity for structured self-reflection on that topic. If you’re a woman and looking to start a mentoring relationship with a man, use this book as your initial outreach. If nothing else, it will make a great conversation starter to get things going.
The U.S. Armed Forces are in for lean times ahead. Budget cuts, continuing operational demands, and ongoing attempts to re-learn the core competencies of conventional warfare will all come together to make resources scarce. Unit-level leader development efforts will have to function with minimal outside resources and assistance; even the minimal assistance higher echelons provided in the past is likely to look luxurious by comparison. At the same time, we should view this period as an opportunity to re-embrace some skills we’ve allowed to atrophy - or at least lay fallow - over the last decade of intense operational activity. The deliberate practice of professional mentoring is one of these skills that, if thoughtfully applied, can pay great dividends for military leaders in the immediate future.
For those who wish to be either a mentor or protégé, or those who wish to foster effective mentorship in their organization, Kimball’s Army Officer’s Guide to Mentoring is an excellent how-to manual. His observations, insights, and best practices are drawn from the experiences of those who have profited from effective mentor-protégé relationships. They are practical, easy to implement, and sure to make each reader more aware of his or her own approach to and effectiveness as a mentor.
Coach, Counsel, Mentor. Every leader uses these developmental methods...or do they? These principal methods are the cornerstone of leadership development used by all the military services. However, we are only trained to implement two of them. This is a problem because, in the military, we grow our own leaders.