Achieving success in the NWT - with a little help from a mentor

Heather LeBreton could be the civil service poster woman. She's a positive and motivated employee who loves her job with Public Works and Government Services Canada in Yellowknife. In her three years with the Department, she has found new and interesting challenges and made steady advancements. 
Heather readily points to her informal mentor relationship with her boss, Marg Henderson, Director, NWT Client Services Team, as a source of inspiration. While the two are not engaged in a structured mentor program, Marg has provided Heather with much guidance and support over the past three years.

Heather just completed the Client Accommodation Services Advisor (CASA) Development Program. The program, focusing on real property law, business management, leasing processes and project management theories, was set up as a 24-month developmental assignment. As a trainee, Heather started at the AS04 level. After completing the work assignments and an exam on the AS05 competency level, she advances to the AS05 level.

Marg and Heather's informal mentor process has worked well - for a number of reasons. The first is Heather herself. She is a conscientious employee with a clear sense of direction. She has a desire to succeed and has a healthy level of confidence in her abilities. Furthermore, it doesn't hurt that she works in a department - PWGSC - which supports development and provides opportunities for advancement.

"Heather has earned her advancements," says Marg. "She brings certain skills, attributes and a lot of capability. She's efficient, has a good work ethic and can balance her workload. It's good to see Heather progress and reach her potential. I feel I have a responsibility to support and encourage her."

Although not formalized, Marg and Heather have established a system with some definite characteristics that makes their informal mentorship work so well. Young, aspiring civil servants, take note.

1. They have established a good and solid relationship. Heather and Marg like and respect each other - so important for any mentor program. With this "foundational" relationship in place, it becomes easier to take the time to meet and work on development activities together. There is also a high degree of mutual trust. 

"I can bounce ideas off Marg and she will listen and be honest with me," says Heather. "She's open to new ideas and is not judgmental. When I have difficulty with work, I can go to Marg."

2. Marg fundamentally supports employee development. She takes her responsibility for helping people progress and develop seriously: "I try to focus on what's best for the employee. When opportunities arise, it's important to give people a chance to develop or try new challenges. It may not always be convenient for us as managers, but we need to bite the bullet and let them do it. Everyone needs assistance and help from time to time. If we don't help them, they may not get another opportunity."

Marg also recognizes that by supporting good employees, you retain them. Plus, she sees that employee development can only help the department: "Learning and development opportunities mean they bring those skills and knowledge back to the department. This improves the department in the end, with a better atmosphere and skill level."

3. Marg and Heather use "just in time" discussion. The beauty of their informal relationship is that they meet when the need arises, and, given that Marg is a busy manager, their meeting time is quality time. They spend time discussing Heather's goals and current work. Heather listens to what Marg has to say and is open to possibilities.

Generally, Marg's open door policy contributes to the success of "just in time" discussion. She makes sure she's available to employees to develop relationships, discuss issues, and generally find out how people are doing.

"It's important to me that folks have access to me," says Marg. "When I meet with employees, I give them my full attention - no answering phones. I focus on the employee and try to be fully present. I want them to know I'm interested in what they're telling me."

4. Marg encourages and challenges Heather to reach new heights, making sure to offer guidance along the way. At Marg's suggestion, Heather recently took on a major project, one that will challenge her. Both are confident that Heather can handle it.

Marg believes in Heather's capabilities and knows that Heather will carry her end of the deal: "Heather demonstrates a desire to learn and to be helpful with whatever has to be done. She's always willing to do the work and looks for new challenges. I can rely on Heather."

5. Marg carries out both formal and informal assessment of Heather's competencies and qualities to see where she needs help. Some of those areas are: looking at the broader perspective (big picture); seeing the political lay of land; fostering Heather's natural creativity and spontaneity; and helping her to see the ramifications of her actions. Marg offers continuous informal guidance in these areas.

6. The organizational climate and philosophy at PWGSC has provided an environment where Marg feels comfortable developing and supporting her people.

"There is a strong developmental culture within our department," says Marg. "Learning opportunities are available and we take them seriously. It's not "willy nilly" - people need to be willing and able to work on their own and have responsibility to do their share."

Heather notes that the culture at PWGSC was another contributing factor to her success: "From the moment I started, people were positive and helpful. We have good role models who have sense of pride in their work and support others."

For now, Heather wants to stay with PWGSC: "There are good opportunities; people are open to new ideas from employees of all ages. I want to do a good job in my current position and gain an understanding of the work and what's required of me in the "here and now. I'm glad Marg is around to offer her support and guidance."

For more information on mentoring:
http://www.mentoringgroup.com/home.html