Active listening is an integral and paramount skill for effective mentors. Mentorship conversations are built on the foundation of the coach’s ability to persuade, negotiate, and influence the mentee. According to Vaynerchuk (2017), genuine mentors are defined by their humility, empathy, and a sincere desire to assist their protégés. The author notes that mentoring differs from management due to the central significance of altruism in the former, and the coach’s “need to learn to listen first” (Vaynerchuk, 2017, p. 54). The article’s dominant thesis is that although mentors may offer advice, better listening skills separates mentorship from management and enhances its overall impact.
Influential managers should serve as mentors and understand that their role is to develop and grow their subordinates. On the converse, mentors work for their protégés, a perspective which pinpoints the disparity between managerial and coaching arrangements. Vaynerchuk (2017) argues that there is a major difference between mentoring and providing management advice. He posits, “when you are able to go deep, getting a better understanding of someone and the problem at hand and forming a relationship, you can serve as a mentor” (Vaynerchuk, 2017, p. 54). This illustrates that mentors ought to be empathetic and humble as a foundation for productive dialogues. A major refutation in the article is the author’s claim that all managers possess mentorship DNA and that their role is to support their subordinates’ growth and development.
Vaynerchuk’s (2017) publication has various practical implications that could enhance the effectiveness of mentoring. The article emphasizes listening skills as the fundamental concept in coaching and the criticality of empathy and humility for the coaches. He posits that “to be a true mentor, you must deploy empathy and humility and realize that it’s about the mentee” (Vaynerchuk, 2017, p. 54). However, the article is beset by the extensive reference of personal experiences, absent utilization or comparison to other works, and the aggressive focus on the reputation, position, and influences. A transpiring research question from the publication is how the audience would validate the author’s sentiments, especially on the claims of mentorship legacy he has established by listening to his mentees.
Reference
Vaynerchuk, G. (2017). Be a manager. Be a mentor. Understand the difference. Inc, 39(5), 54.