Diagnosis:
You need a mentor to take your career to the next level

Prescription:
First consider what you need and what you expect … then go for it

A large portion of your success and happiness will be determined by the quality – and quantity – of relationships you build through your professional and personal activities. The more people you know and who know you in a positive way, the more easily you can find success and the quicker you will move ahead. You can fast track your career by getting the knowledge, insights and skills from a mentor — a wise and trusted "counselor" or "teacher" who knows the ropes.

"I have my black book of mentors. These are relationships I've built over time, the ones I can tap into for advice or input based on each person's experience or area of expertise," said Krisi Behrens, a sales training manager at Sanofi-Aventis who was formerly a sales professional. "Sometimes it's a former manager – or even someone I met on the company softball team."

"Today's pharmaceutical environment is so different than it was 20 years ago. With the consolidation of companies and fewer potential blockbusters, more than ever, it's so important for sales representatives to understand that their value in the marketplace is tied to their skills, knowledge, talents and ability to contribute – not only from a sales standpoint, but from a strategic and overall organizational standpoint as well," explained Kim Gawart, a regional business director for CV Therapeutics. "The benefit of working with a mentor, and being the best you can be, has never been more important than it is today – the competition is out there. In fact, today there are too many of us out there in the industry. We all know it. And a sales representative's ability to be the best is more important now than it has ever been."

A mentoring roadmap

In November, 2007, the Healthcare Businesswomen's Association (HBA) released some very important information for women. They announced the findings of their E.D.G.E. in Leadership Study ( http://www.hbanet.org/research/edge.aspx). The study provides a clear roadmap for key components women need to reach their full leadership potential in the corporate environment. One point, which clearly builds on a larger theme, is that a structured mentorship and exposure to strong female role models is critical to women's advancement. In addition, you need not limit yourself to one mentor. This, according to the study, is one of the key factors to success.

Be sure you know what you are looking to achieve with your mentor. Anne Camille Talley, consultant and co-chair of the HBA E.D.G.E. in Leadership Study Committee, says it's best to work with a mentor to create a career strategy and develop specific skills. You don't want to make the mistake of expecting your mentor to help you find a new job. That's not your mentor – that's your advocate. This kind of misstep can cost you.

Without a doubt, the relationship between a mentor and student is meant to be built on a foundation of trust. You want your mentor to be a sounding board – listening with empathy to empower you to find solutions – as opposed to someone who tells you what to do. It's about guiding, sharing lessons learned and perspectives. Remember, these are not venting sessions. At the same time, the mentor needs to make sure it's a safe environment for you to share your concerns. It's also important that the mentor not get in the middle of the relationship you have with your manager. And most importantly, don't talk out of school. What you and your mentor talk about stays between the two of you.

"You need to respect the mentor's position and privacy. Don't name-drop to your peers about your mentor relationship," advises Kim Gawart. "Your mentor may be put in an uncomfortable position with his or her peers when it comes time to make decisions about advancement and placement of people within the organization. The mentor relationship is a private and personal relationship, so be sure to keep it that way."

There are many different ways to set up this relationship; some want a formal and structured approach, while others like to keep it more informal. "I have both formal and informal mentors. In fact, a few women in my company may not even realize that I consider them to be my mentors, but I call on them from time to time, I seek out their guidance, and I keep them updated on my decisions and progress," described Denise Earley, associate director of integrated marketing and planning for Novartis, and a winner of the 2007 Women in Leadership Mentoring Award from Novartis. She is also a former sales representative.