Entrepreneurship has typically been viewed as a systematic framework with well-engineered processes rather than an activity centered around people.
Certainly, to an extent, particularly with the rise of artificial intelligence, where machines, robots, and predictive software offer accuracy that surpasses human capabilities, a balanced approach is necessary.
Even with these technologies people at any level of the organisational hierarchy remain vital as assets for business longevity.
It’s regrettable that many of our businesses, particularly small-to-medium enterprises, are undermining their own success by having leaders who intentionally overlook the power created by aligning around a common purpose and fostering employee development through mentorship.
Interestingly, certain founders and senior executives of our flourishing entrepreneurial ventures have overlooked this intervention, which ensures sustainability for the long-term future of their enterprises.
It has become evident from past experiences that many of our entrepreneurial ventures cease to exist when their founders do.
A proper succession strategy needs to be implemented effectively.
Moreover, organizations governed by boards tasked with fostering growth often find themselves led by directors or managers who have grown overly self-absorbed to seek out new talents or cultivate them into mentors for future enterprise leaders.
We need to address this issue promptly before it develops into a widespread practice affecting every sector of our national/global economy.
Given this backdrop, we delve into the specifics that make for successful mentoring and talent management within our startup enterprises.
Many of our leaders have publicly endorsed the idea of mentorship as something they want for their organizations, yet this principle often falls short in actual practice and execution.
This has proven challenging to accomplish this objective across every operational level.
Initially, it’s important to have explicit guidelines outlining what is anticipated from the mentee instead of proceeding without a strategy or detailed instructions.
Our entrepreneurial venture holds significant promise for nurturing mentees who can achieve organizational excellence via their abilities; however, there is a shortage of proper mentoring.
As entrepreneurs and leaders of our ventures, we must create tools, systems, process charts, guidelines, and various means of communication that effectively direct the prospective mentees on their tasks.
Rather than promoting transparency, many organizations within most enterprises conceal data, form isolated compartments, and generate unwarranted confusion. This hinders the seamless mentoring process essential for both the organization and aspiring mentees.
Keep in mind that both senior and mid-level managers are crucial in determining whether this setup succeeds or fails within the organization.
Also, as we proceed it should be appreciated that not everyone can be a mentor or mentored for better positioning in the business.
A business owner ought to have access to precise instruments or systems that assist in pinpointing appropriate—if not perfect—mentors and mentees within their organization.
I've seen certain organizations implementing this approach in a disorganized way, leading to potential catastrophes.
This kind of approach will divide the organization into an irreparable condition.
The issue lies with mentors who are expected to be seasoned experts in their field but might turn aggressive when a gentle approach is required, feel threatened by talented proteges whom they ought to support, struggle with communication, and readily disregard advice offered by those they mentor.
There is need to have a mentor who is innovative, an all-rounder, with effective communication skills and also able to delegate.
This occurs when lacking a mentor driven by power hunger but instead motivated by transformative knowledge-sharing via collaboration, honesty, supportiveness, and recognition of talents.
This has led to the downfall of our prosperous entrepreneurial ventures due to the absence of genuine mentors to navigate them. Something to ponder upon!!!
Resources play a vital role in entrepreneurial mentoring and talent development. While these may include more than just finances, they can encompass various non-monetary elements essential for providing necessary backing to both mentors and mentees, ensuring effective interaction throughout their collaboration.
There is need to provide a conducive environment including break away times for direct training, providing assisting software, equipment and even exchange programs with other local/international organisations.
At times, you may encounter situations where both the mentor and mentee possess strong leadership skills yet lack the necessary tools or resources to showcase their abilities effectively. Such resources play a crucial role in achieving successful mentoring outcomes moving forward.
Finally, it is crucial to start a mentorship program as part of a comprehensive talent management initiative. The entrepreneur should develop a clear strategy that focuses not just on nurturing internal talent but also on bringing in external experts.
This is essential for incorporating new knowledge instead of adhering to outdated traditions and cultural practices.
New perspectives typically lead to innovations and enhancements in procedures.
This emphasizes the importance of effective change management since longtime staff and other participants often tend to oppose changes.
This way, highly skilled individuals won’t depart from the organization because they’ll develop a strong sense of long-term commitment, fostering entrepreneurial sustainability. Let’s aim to establish our entrepreneurial ventures currently and into the future.
Dr. Farai Chigora is both an entrepreneur and an educator. Currently, he leads the departments of management and entrepreneurship within the College of Business, Peace, Leadership, and Governance at Africa University. His Ph.D. work centered on business administration with a specialization in destination marketing and branding from the University of KwaZulu-Natal in South Africa. Driven by interests in agriculture-related enterprises, he offers consultancy services to numerous firms across Zimbabwe and broader African markets. When writing articles or posts, he does so independently and invites readers to reach out via direct contact for insights or potential collaborations related to business matters. [email protected] , www.fachip.co.zw , WhatsApp mobile: +263772886871
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