"At its core, mentoring is a two-way relationship that allows people to share experiences and learn from each other. A mentoring relationship fosters dialogue between participants that prompts them to think on a higher level. In my experience, I have benefited greatly -- both professionally and personally -- from my mentoring relationships."
--Ted Hoff, VP, IBM Learning

Once upon a time in IBM, a wise old manager called a meeting with a young -- and not as wise -- manager who reported to him. I was the young newly-appointed manager and my 2nd level was the older and wiser one. We were meeting to discuss a professional position that had just become open in my department. What kind of hire should I look for? What qualifications? My boss made a comment that has stuck in my head to this day: "Be sure to get someone you can train to take your place," he said. "If you can't be replaced, you can't be promoted!"

What he was really saying is something that every organization -- and IBM is no exception -- ignores at its peril: You must not only develop your leaders, managers and supervisors to run the current enterprise as well as possible -- you must also be raising the next generation of leaders. When this activity stops, the organization begins to die.

This isn't always that easy. We may be insecure or jealous of our own place in the organization and fearful of adding skills and talents that could replace us.

As an afterwards, my eventual selection turned out in the long run to be an exceptional hire, who went from my department to more responsible jobs in IBM. I could be proud of the fact that I was instrumental in bringing this outstanding talent into IBM.