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Mon 31 May 2021
INDIANAPOLIS (WTHR) - With many people working remotely because of coronavirus, it can be easy to lose connection with coworkers. This lack of connection builds a lack of empathy for what others are going through.

Garrett Mintz, who helps companies break through employee communication barriers, explains how we can keep a company's culture while working remotely.

For Employers:
• Company culture is based on connection and a sense of identity employees have of being a member of the company
• Creating time for employees to have horizontal mentorships can help keep that connection while they are remote
• Horizontal mentorships are when two people are constantly curious, open to the idea of learning from each other and providing wisdom and sharing the obstacles they face on a regular basis, creating empathy and connection between two people

For Employees:
• Carve time to intentionally have conversations with other employees, especially outside of your department, to learn about the obstacles they are facing and share the obstacles you are facing in your work
• Create an agenda and share that agenda with the other person about what you would like to discuss - it can be work-related but shouldn't be task-related
• Keep the conversations going every month - you will feel a greater connection to your company and fulfillment from your work when you have more people who understand the obstacles you are facing and you will have less frustration with other people when you understand the obstacles they are facing
Fri 28 February 2020
Initial publishing on HR Boost.

I am interviewing Garrett Mintz, the founder of Ambition In Motion, to discuss mentor programs for small and medium-sized businesses. Garrett and his team have done extensive research into mentorship and what works and doesn’t work for implementing mentor programs. Garrett’s big focus is on leveraging the research of Work Orientation and its impact on successful mentor relationships which he shares about in this interview.

What is a common assumption that small to medium sized business owners have about their team?

That everybody already knows everybody or that they don’t have time for mentorship.

So often, I will hear from small to medium sized business owners that they don’t see a need for an employee mentor program because everybody has already worked at the company for 5+ years and that everyone knows everyone pretty well. Or that the issues between employees can’t be resolved so they are fine with leaving them unresolved and continuing on with business as normal. Or that they don’t have time for mentorship.

What most business owners are blind to is the fact that most conversations at work are superficial: “How are your kids?” “What did you do over the weekend?” “Did you complete that project?”

You have enough of these conversations over and over and over and you feel like you “know” somebody…but you really don’t.

Do you have a story you can share to elaborate on this point?

Of course!

One of our clients does tax accounting in Indianapolis. They are a 14 person firm and we started the mentor program in January.

It would be an understatement to say that the participants in our mentor program were busy and skeptical about this program. We are entering the heat of tax season and they are embarking on a mentor program…in a 14 person company where everyone knows everyone.

Needless to say, they were skeptical.

Brad and John are employees of this firm and they were matched together. Brad is a manager at the company and has been there for over 15 years. John started within the past year but has been friends with Brad for the past 3 years. In fact, Brad helped him land this job. Since they both had been friends for the past 3 years, they thought they already knew everything about each other.

They scheduled a 60 minute meeting for their first mentor meeting but were concerned that they wouldn’t have enough to talk about because they already knew each other so well.

The result…the meeting lasted for 90 minutes…they only got through 1 question on the meeting agenda we provided them…they had to schedule a second meeting in the same month complete the meeting agenda.

They learned so much about each other that they didn’t already know. They opened up about their background, their work history, their work goals, and how their personalities meshed well with each other. 

Brad and John have never had conversations like this at work before. They are now getting their work done more efficiently because they have a better understanding of what each person does and what they need as opposed to working in their own silos. Because of this increased efficiency, they are now starting on projects that were pushed out way down the line in the company’s strategic road map.

This was all accomplished within the first month of implementing the mentor program!

These types of stories happen all of the time.

What is your secret sauce? 

The key thing that we are doing that is different from most mentor programs is we are using the research behind Work Orientation to facilitate our mentor program.

Traditional methods for matching people together for mentorship don’t work.

My team and I have learned that when you match based on status within the company, years of experience, or learning a specific skill, that the mentor relationship becomes a transaction where the mentor gets nothing and only the mentee has something to gain. The issue with matching people together based on transactional metrics is that it lacks staying power and depth. Once a mentee achieves what he/she is after – or loses patience with achieving the goal, the relationship ends because the mentee has no need for the mentor anymore (e.g. after a promotion or learning a certain skill). 

This is a problem because the staying power of mentorship is what increases its impact to a business’s bottom line significantly over time.

If you can create webs of mentor relationships across your company, significantly more collaboration can occur, your team can innovate more easily, and your culture can thrive. People will show up more engaged for work every day and the ability to attract new talent to the company will happen more naturally because your employees will become ambassadors for your company, encouraging their friends and strangers to take advantage of joining the team if they get the opportunity.

My team and I have tested multiple personality tests and areas of research. We have garnered varying degrees of success with different personality assessments, but by far the most effective research area is Work Orientation. Work Orientation is how you view your work. Some people view their work as a career, while others view their work as a calling, while others view their work as a job. Work Orientation is fluid and there isn’t a right or wrong Work Orientation. When Work Orientation is aligned for a mentoring relationship, the likelihood that relationship lasts for 6 months and is considered both productive and quality is 400% greater than traditional mentor matching methods. Regardless of the department a person is in, years of experience, or status in the company, if Work Orientation is aligned for a mentor relationship, they are 400% more likely to last for 6 months and be considered productive and quality than matching on transactional metrics like the ones previously stated.

How much time does participating in a mentor program like yours normally take?

The time investment from employees in our mentor program is between 1 and 4 hours per month. If we are assuming 166 hours worked per month that is less than 2.4% of their time.

How does this translate to the bottom line?

There has been extensive research on the correlation between mentorship and work engagement and between work engagement and productivity. Essentially, if you can measure engagement changes in employee mentor program participants over time, you can measure how much more productive they are at work. This manifests itself in more sales, better customer service, greater collaboration between teams, and overall happier employees. If you can increase the likelihood of successful mentorship by 400% and continue implementing successful mentorship over time (e.g. building webs of connection), you can create a significantly positive impact on the bottom line.
Fri 1 November 2019
Initial publishing in Forbes.

One of the most important ingredients to career success today is building powerful support relationships with helpful mentors and sponsors. These are individuals with whom you develop mutually-beneficial relationships that can open critical doors for you, offer helpful guidance, and share strategies that will catapult you forward in your life and career.


But just how do we find these mentors and sponsors? I’m asked this question virtually every week by young professionals and seasoned ones as well. I’ve found that there are productive ways to build mentoring relationships, and unsuccessful approaches that fail to generate the results you hope for.


To explore more about this topic, I connected recently with Garrett Mintz who knows a great deal about the life-changing power of mentors. Mintz is the founder of Ambition In Motion which focuses on kickstarting mentorships that help build fulfilling careers. Mintz’s vision is a world where the vast majority of people are excited to go to work and feel that their expectations meet reality when they are at work. His focus is on helping companies build intentional mentor programs within their organizations. Mintz and I recently co-delivered a one-hour training program on How To Network In An Authentic, Genuine Way To Find Great Mentors


Mintz shares below about his own life transformation from teen drug dealer to business founder, and how to build successful mentorship relationships:


Kathy Caprino:
What is Ambition In Motion and why did you found this organization?

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Garrett Mintz:
At Ambition In Motion, we believe that there are two key stakeholders in achieving a mission of fulfilling work for professionals: employers and employees. If we can help employers gain a better understanding of their people and culture and provide them with simple steps on how to manage their people in a way that works with that culture, we can help them increase engagement and retention.


And if we can help employees increase their professional drives and goals throughout their lives, we can put them in the best position to be engaged and fulfilled at work.


Caprino:
How did you get involved in this work? What was your path to this?


Mintz:
I got involved with Ambition In Motion because I recognized that there was a huge problem with the way people view their work that prevents them from experiencing success. When I was a sophomore at the Kelley School of Business at Indiana University, I kept noticing so many of my older friends were in prestigious-sounding jobs and were paid really well, but they hated their work. They kept referring to work as “going back to the grind” or that they were “dreading Monday” and I thought to myself, is all of this “success” a façade? Is it impossible for people to be excited about their work?


In addition, I got involved in this direction because I’ve lived personally and witnessed how having mentors in our lives can transform us.


As a bit of backstory, from age 15-19, I engaged in dealing drugs. At the end of my freshman year, I was arrested in an undercover operation by the Indiana University Police Department. I received 5 felony distribution charges and was expelled from school. I had no idea what I was going to do with my life.


Before that experience, I believed that success would come through my attending college, getting good grades, and landing a great job, and somewhere along those lines I would “find myself”. Well, nobody that I had ever known (whom I considered successful) was a drug dealer, so I either had to accept being a failure or redefine my definition of success.


I chose the latter and have never looked back. After getting in trouble, I enrolled in a program called At The Crossroads which exposed me to the power of mentorship, both personally and professionally. I then landed my first internship after sitting next to a man on an airplane who wanted to take a chance on me and hire me (even after hearing about my past) because of the strong impression I made on him.


After completing At The Crossroads, I got extremely lucky. My felonies were dropped to a misdemeanor conviction, I was re-enrolled at Indiana University, and I was accepted to the Kelley School of Business.


I had lost everything but found a way to get back on track, and on the way back I learned that it is all about the journey, not the destination.


My first step on this path to launching Ambition in Motion was facilitating mentorship between students and alumni so then I could help students gain the confidence to challenge their preconceived notions about how they viewed work. I focused on helping them identify, through educating themselves, a new path in which their expectations for fulfilling work could meet reality.


Caprino:
What have you learned from facilitating all of the mentorships that you have? 


Mintz:
First, and probably most surprising, is that there is very little correlation between successful mentorship and career interest alone.


Just to be clear, successful mentorship in my view is where the student and mentor find the relationship productive and successful. The mentorships I connect young people with involve at least three conversations over a three-month period and the individuals often stay in touch after the formal program is over. The student or young professional achieves his/her goal by the end of the period, and overall they find the relationship engaging and mutually beneficial.


So many mentor programs are setup where there is a big list of professionals from which the student is required to choose a mentor. Most students choose people who are in jobs they desire or certainly fields they aspire to enter. The challenge with this approach is that even if your dream job is to be a financial analyst at JP Morgan Chase, and you connect with a financial analyst at JP Morgan Chase to be your mentor, this isn’t a guarantee for successful mentorship.


What I’ve learned is that when you can find a mentor who is aligned with your desired work orientation, the likelihood of a successful mentorship relationship is greater, even when the fields of the mentor and mentee are very different because you both have shared motivations as it pertains to work. 


From our team’s research, work orientation is about how you view work and what you wish to get from it. The three dimensions of work orientation that we’ve uncovered are:


Viewing work as a job:
High focus on how your work can afford you the life you want to live outside of work


Viewing work as a career:
High focus on professional growth


Viewing work as a calling:
High focus on personal/professional mission alignment


Few people are firmly in just one dimension of this spectrum and few people have the same work orientation throughout their lives (because your work orientation can change based on the task you are working on and your stage in life).


We hypothesize that a big reason for less than satisfying results in a mentorship relationship is that mentors are going to mentor based onwhat they would have wanted to know when they were a student. If work orientation is not in alignment between mentor and mentee, it doesn’t really matter if the mentor works at a student’s dream company. The relationship likely isn’t going to work out or deliver successful outcomes for the mentee.


Caprino:
How can we find great mentors, and then become great mentees?


Mintz:
The first step to finding a great mentor is being open to the idea of having a mentor. Getting a mentor doesn’t mean that you are weak or that you are incapable. In fact, it says the opposite. It shows that you have more to learn and that you are open to learning.


Unfortunately, vulnerability gets a bad reputation (I believe the direct translation of vulnerability in sign language means “weak in the knees”), but I would argue that vulnerability is the component that is most likely to attract mentors. People want to see those who have or are facing tough times succeed. It helps others relate and it also goes counter-culture to the notion that “everything has to be going fantastically well when speaking with others.”


This is part of the reason why I share my story of my drug dealing past with people. It makes it easier for others to relate to me. When an individual can see someone who’s dealt with very hard times and found a way to overcome those challenges, that is when the drive for mentorship thrives.


We become great mentees when we nourish these relationships by having regular conversations and continuously sharing our vulnerable spots and our commitment to growing.


Caprino:
Can this information apply beyond mentorship?


Mintz:
Absolutely! In fact, after we started noticing the trend of successful mentorship being tied to aligning work orientation, we thought to ourselves “could this lead to increased retention and engagement at work?” and this is what we are working on now.


If we can help employers gain a better understanding of their people and culture through helping employees identify their desired work orientation, then provide employees with simple steps to manage their people in a way that aligns with their orientation, we can help them increase engagement and retention. And by helping employees gain a deeper understanding of their own professional drives and goals throughout their lives, we can help put them in the best position to be engaged and fulfilled at work.


Caprino:
How have you seen company culture fit in with doing work we love and will thrive in?


Mintz:
Company culture is not ping pong tables and meditation rooms. Company culture is how you experience the work you are doing and the people you are doing it with. When it comes to work orientation, there is not one right or wrong orientation. Some people I have spoken with mention that they only want people on their team who view their work as a “calling.” But I would argue that having a diverse workforce is essential to a thriving company culture.


For example, people who view their work as a calling are typically most resistant to corporate change and people who view their work as a job are most receptive to corporate change. If you understand what motivates your people, you can manage them in ways that make them feel valued.


On the flip side, as employees, if we can feel like our company cares about the things we care about, we are much more likely to be engaged. If you don’t like the way your coworkers, managers and leaders view work, that is probably a sign that it’s time to look for a different employer.


In short, whether it’s in landing great mentors who can support your growth, or pursuing great jobs at organizations you would be excited to join, understand what matters to you most and what you value in terms of fulfilling work, and keep those values a top priority in all you do.


For more information, visit ambition-in-motion.com.