Myself as a Mentee

Myself as a Mentee
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Myself as a Mentee
After conducting a successful self-assessment, I realized that I have certain strengths. First I an active listener, whenever my mentor is talking to me, I usually listen attentively while noting down important points (Pcaddick.com). More so, I have noted that I am self-confident, I am never afraid of challenging the mentor. I do not always believe that my mentor is right and therefore anytime I have doubts about something I usually ask a thoughtful question. Also, I often express my ideas openly. However, I have also learned that I have a few weaknesses, for instance, I have a tendency of leaving out my mentor to decide on what to talk to me about (Pcaddick.com). I usually feel that we have interacted enough to the extent that I expect the mentor to know the areas that should be addressed in my life. As such, this has prevented me from achieving the full benefits of mentorship. Another weakness I have is that I think that my mentor is always available. Therefore, every time I need advice I usually call her without considering that she also has her own schedule.
According to the article “Career Success Outcomes associated with Mentoring,” organization citizenship behavior” is an individual’s commitment to an organization that is not mandatory in contractual terms but encourages organizational efficiency and teamwork (Allen, Lentz & Day, 2006). In this light, mentoring plays a critical role in influencing an individual’s organizational citizenship behavior.

This is because mentees tend to emulate the actions of their mentors who often exhibit proper conduct; this, in turn, benefits the entire organization. Secondly, Micro-level knowledge-producing communities of practice involve learning which emphases on social identity, courses of involvement and stress of dilemmas to small-scale interactions between people in various communities (Allen, Lentz & Day, 2006). In this case, Micro-level knowledge-producing communities of practice act as a platform of empowerment by providing diverse knowledge to mentees.
Finally, the article puts across that mentors are likely to have higher promotion rates and better careers as compared to other people who do not have any experience in mentorship (Allen, Lentz & Day, 2006). As such the article raises questions about the competitiveness of mentors in the labor market as well as the perks that a mentor has over non-mentor on the same. This information provides insights into the future in the sense that becoming a mentor helps one develop leadership skills and valuable knowledge which allows gives them a competitive advantage over the others.

References
Allen, T. D., Lentz, E., & Day, R. (2006). Career success outcomes associated with mentoring others: A comparison of mentors and non-mentors. Journal of Career Development, 32(3), 272-285.
Pcaddick.com. Building Effective Mentoring Relationships: How to be a Successful Mentee. Pcaddick.com. Retrieved from http://pcaddick.com/page12.html
Pcaddick.com. Building Effective Mentoring Relationships: Mentor Skills Critical to Building Rapport. Pcaddick.com. Retrieved from http://pcaddick.com/page8.html