Mentoring benefits both the mentor and the apprentice

Companies are made of people and people need guidance and advice from those more experienced on how to best exploit their strengths and diminish their weak traits. In this regard, mentoring by senior leadership is required to foster the next generation of corporate leaders. We need to understand that leaders and managers are two separate and different things. Managers want to do the things right, but leaders want do to the right things. When managers have their eyes on the bottom line, leaders have their eyes on the horizon, wrote a business guru once. 

So, when it comes to creating leaders, mentoring can be the leading light. Roughly put, to mentor someone is about giving something back to your company and community surrounding it. For the past several years, Cristina Savu, Office Manager at Ciurtin & Associates, is in a constant process of gaining lessons in a systematic and rigorous way that is helping her and the law practice of her employer.  

Without finding in the organizational charts an organized program of this sort, Ciurtin & Associates senior leadership assumed a mentoring role in relation to a junior officer. For starters, a junior is to be protected as much as possible from errors of tradecraft that might undermine performance, erode self-esteem and restrain initiative. From a junior position, it is certainly satisfying and reassuring to see that some “corporate brother” or “sister” is overlooking the progress being made and it validates you. 

When you are in a junior position for the first years of your career, you find that are areas or issues with which you struggle with. And these types of problems have been encountered already by senior officers, and they have survived them. Even more, the leadership at Ciurtin & Associates was always stronger after surpassing difficulties that arise in the life of a dynamic and bold company when is growing, professionally and personally. Assisting with plans and processes in this company is giving to the junior position a proper base for further development. Afterwards, you cannot grow without an exit from a psychological comfort zone and into assuming new and, at first, chilling responsibilities. 

It’s common for an employee in a junior position to have lots of good ideas, but it’s also common that it will lack discipline in execution and proper documentation. In the end, the fundamentals of a given idea start to look breakable because, without employing the full knowledge with experience and youth enthusiasm, nothing can be done.

At Ciurtin & Associates a junior officer gets all the help it needs because, in a way, learning the tradecraft of business law is like learning to walk for the second time in your life. At first, you make clumsy paces, but a senior officer is holding you. You look like you are about to fall when you walk on your own, but the senior hand accompany you to give you the mental comfort you are not alone. Then, when you can sprint, you learn that the business law practice in a truly professional company is not only about sprinting, but it’s also about marathon, how to save energy during intervals so you be able to sprint when everybody else just consumed all energy. 

More precisely, at Ciurtin & Associates a junior officer is taught the discipline and ethics of hard work. The satisfaction that comes with an excellent result not only follows the result, but follows the work that was done with a spirit de corps similar to those of army and navy men and women. And the mentor gains too. It gains a loyal and very well prepared company member, that can make the business profitable, can run day-to-day operations like clockwork and earn the trust and sympathy of clients, suppliers and, why not, even public institutions.

 

 

 

 

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