Being empathetic goes a long way in building relations.
Remember your employees are facing complicated life problems of their own, and as their mentor and leader, you have to ensure you give them the help, time and resources to get their work done.
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Offer and encourage constructive criticism and advice. Appreciate the hard work done and then discuss the area of improvement(s).
Stay productive and on-topic while providing feedback, and provide clear steps for improvement.
Build and maintain a unique connection with the employee, using your listening skills and attention to detail. Avoid the one-size-fits-all approach.
Being an effective mentor for employees can help them hone their talents and skills, as well as make them feel more connected and involved in the organization.
When employees get personalized help and attention, they work better and stay longer.
Make other people who are good at a particular task mentor the newcomers for on-boarding, reducing your load and helping the new joiners. This also builds trust among the mentors, making it a win-win situation.
If you decide on becoming a mentor, you might want to consider choosing a mentee who shares your interests. It will make everyone's life easier. Moreover, you will also be able to provide more useful pieces of information, that is to say, to fulfill your duty as mentor.
Not only is it possible to find happiness at work, but that doing so is unambiguously good.
Happier employees do better on all fronts, from day-to-day health to productivity to career advancement, and this consistently perks up the bottom line for the organization as a whole.
A sense of connection and belonging are sentiments that are helpful for building “affective trust” – a form of trust based on emotional bond and interpersonal relatedness.
It varies from the “cognitive trust” – which springs from reliability and competence. Both are influential to performance, but affective trust tends to be more salient for a team at the beginning of a relationship, according to studies.
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