I recently read a Linkedin post, and a quote stood out to me: "Just because there's a path in front of us doesn't mean that it's the only way we can go - soaring to new heights can be achieved by the route we decide!" It got me thinking.
It's no secret that the world we live in is constantly changing. And with it, so are the job descriptions. Thus, finding one's path often requires flexibility, ingenuity, and an openness to new ideas. In this situation, the role of mentorship is pivotal. Because a mentor is more than just a guide in the established direction. A mentor is also a catalyst for creative thinking and exploration of novel paths.
Mentors can indeed help mentees understand what is possible, guiding them based on their experiences. And they should do it without enforcing a carbon copy of their journey. The strength of mentorship lies in shaping a mentee's perspective rather than handing out rigid prescriptions.
As pointed out by Lois J. Zachary in her book, "The Mentor's Guide: Facilitating Effective Learning Relationships" (2000), mentors should assist mentees in finding the "wind for their sail." This means teaching them to navigate rather than drawing the exact route.
In contrast, the mentee's role is not simply to receive information but to actively engage in their learning process. They should question, explore, and discuss various options with their mentors. This interactive relationship allows for diverse perspectives, promoting critical thinking and problem-solving.
So, it is safe to say that challenging traditional ways and stepping off the beaten path can lead to a whole new journey or chapter. In these circumstances, it is essential to consider the potential for innovation and novel experiences in mentorship. Each mentor-mentee relationship should be a unique path to knowledge and success. One that needs to be carefully crafted, nurtured, and periodically revisited. But how can one innovate in this section?
In this context, innovation could mean reimagining the medium in which this connection occurs. For instance, a medium in which traditional mentorship approaches are being challenged and revolutionized.
Let's consider a digital platform designed to boost engagement and performance. Furthermore, let's take the time to consider a platform that is designed to foster an environment where individuals can tell their mentors what they are lacking and, in return, receive advice and mentorship exactly on those points. Simply put, a platform that allows mentors to foster a workspace where people feel motivated, content, and always eager to learn new things.
In other words, organizations need to redefine the mentorship experience. Because as I mentioned earlier, it's not just about following an established path but about discovering and creating new routes. In essence, it’s about bridging the gap between traditional mentorship and the dynamic needs of today's learners. It’s about offering a fresh, effective approach to personal and professional development.
And yes, Hapkey aligns perfectly with this modern approach to mentorship.
This being said, I want to move my attention to you, the leader reading this article. You are the one who needs to step up and take the mentor's role. That’s why I need to ask: when was the last time you mentored your team? When was the last time you asked each of your employees about their needs, offering your advice and guidance exactly on that matter?
Always remember that mentorship is a strong relationship. It's a two-way street that simply cannot work without full transparency and understanding. And if you really want to be the leader of your team, you also need to step into the mentor’s shoes as well.
Therefore, why not try Hapkey and let us help you establish the modern and effective approach to mentorship that you and your company deserve?
Unlock the secrets to reviving an unhappy team: Dive into strategies that transform workplace vibes and boost productivity.
In any organization, success fundamentally relies on the efficacy and productivity of its teams.
Recently, I came across a quote that really resonated with me: "Coaching is no longer a specialty. You cannot be a good manager without being a good coach."
A while back, I had the opportunity to read Barbara Kellerman's book "The End of Leadership." And that got me thinking.
There's this old saying, "there's a first time for everything." And we totally agree with that statement.
At Hapkey, we want to create a solution that gives teams more abilities to drive continuous team improvement, to be used by the leader and their team, not by the HR department.
Blue Monday, the third Monday in January, is often considered the most depressing day of the year.
It's the beginning of the year, so we decided to make a retrospective of 2022.
When it comes to human interactions, staying unbiased is no easy task. And that’s natural.
What makes a good leader? What springs to mind when you hear that question?
It's no wonder our minds are simply too weary, too tired to focus. The result? We end up being labeled as quiet quitters
Over the years, we have repeatedly raised the alarm, explaining how costly it is for organizations to have high turnover rates.
Studies show that, on average, within each working hour, employees check their emails 30 times. Yes, that means every two minutes.
Too many leaders take the easy road. They copy-paste management approaches from other companies in their context.
Studies show that, in fact, many companies don't manage to achieve a response rate of more than 50%.
The person you’re coaching finds their own path to excellence. It’s simple to explain but difficult to master.
How many employee survey tools do you think are out there? Can you even grasp such a number? Don't worry if you can't.
At Hapkey, we’ve used the following workshop to surface unhappiness factors and to — empower — the team to fix problems themselves, rather than you, the manager, being the “fixer”.
Inflexible return to office policies is hammering employee experience scores.
Simply put, the customers' satisfaction rate is directly connected with the employees' journey.
Specialists say that humanity already lived, back in 2020, through a recession triggered by COVID-19. However, it is considered to be the shortest downfall in history.
The modern leader is the one that shows the problem to solve and not the one who explains how to solve the problem.
It’s no secret that the COVID-19 pandemic has shifted the world, making companies review their ways of conducting business.
Each day, more and more companies realize the importance of happiness at work, understanding its vital role in retaining the labor force
By the end of 2021, more than 4 million employees had quit their jobs in pursuit for better opportunities. And that left a big vacuum in organizations.
A recent statistic shows that almost half of the surveyed workforce claims that their lives have been altered in the last two years
Recently, we raised the alarm on the Great Resignation. We took the chance to discuss the matter and offered some tips on how to tackle the issue. Yet, this being such an important topic, we decided to extend the discussion.
The secret for a successful business is to actually manage to keep the employees within the company, not just bring them into the team.
Feedback is not a one-way road. You don't only ask for the employees' opinions and leave them hanging. You have to also be able to start a conversation based on these insights and act upon them.
Ask any team leader about the decisions they make when it comes to leading their employees, they will tell you that everything they do is to benefit the organization.
Research shows that people who are assigned boring and repetitive tasks are more likely to get distracted when working outside the office environment.
Discussing an issue makes people feel more confident about finding a solution.
Each organization is unique, and its culture is cultivated in every single interaction between employees.
There is no such thing as private and professional happiness. There is just one universal happiness formed by multiple parts.
There's no secret that in order to have high-performing teams, all members need to be happy.
To be successful in business, you need more than talented people on your team.
More than often, leaders are being perceived only for their management skills.
As a general rule, people don't usually like showing off their vulnerabilities
Does happiness have to end when the workday begins?
We went looking for answers. This is what we discovered.
Recently, a study that started in 2011 presented an actual scientific link between high-performance teams and the level of happiness of their members.
Sadly, on average, people tend not to be very fond of their jobs. They see their work as a necessity but not as something enjoyable.
Management has no idea that their employees are unhappy and are ready to abort the ship
People have become more acutely aware that we need to have a digital way of working relating to HR.
Always follow up with your employees to understand their situations and problems that they might face.
Rather than focusing on engagement, concentrate on happiness.
Alexander talks about how Frank Digital works towards a happier work environment
Marija shares her story of using Hapkey at Ombori.
Hapkey's CEO, Marcus Castenfors, had the pleasure of interviewing Henrik Kniberg this week.
Hapkey's CEO Marcus Castenfors joined the podcast "Fika med oss" this week to talk about employee happiness and organizational change.