Mentorship The Need for a Formal Program.

摘要

The study of mentoring is very important for the Army as it continues with transformation to a twenty-first century force. Soldiers have always been our credentials and the Army must keep the focus on them by ensuring that they are properly trained and equipped. Some believe that part of the training model involves mentoring and a strong formal mentorship program. In this fast pace environment sometimes leaders find themselves engaged in a selfish agenda, leaving it to others to mold junior leaders. By acting in this manner, leaders often leave subordinates thirsting for information and knowledge. In the case of mentoring, the Army has exacerbated the problem. It references mentoring and mentorship in its leadership manuals but will not establish a structured mentorship program for all to participate in. The Army has yet to realize that formal mentoring to all subordinates can represent the difference between success and failure, both on and off the battlefield. Additionally, the Army should recognize that both mentors and proteges receive benefits from the mentoring relationship. Mentoring is not a one way street, learning occurs continuously for the mentor and the protege'. Junior officers and NCOs should not struggle to learn their roles or understand their organizations without the aid, guidance, and teaching of senior mentors. There are formal mentoring programs ongoing in the DoD, and more specifically within the Army. However, the Army has not sanctioned any formal mentoring programs. The question becomes, how long will the Army continue to run its ad hoc mentorship program without mentoring to all, who benefits from this ad hoc program, and how long can the senior leadership run from establishing a structured program so all may benefit.