Dos ...

Do be clear. Always start with the goal in mind.What are you looking to achieve? What does a successful mentorship look like? Be able to explain this to a potential mentor in 60 seconds or less, and provide details when appropriate.

Do address your resistance and fears. For some of you, the biggest hurdle is convincing yourself that an executive wants to help you or even has the time. The other common fear is wrapped around not knowing what to say. Prepare for your discussion with potential mentors just like you would prepare for a sales call. Practice with a friend if you need to. Get background information about your potential mentors, run a Google search or scan your company's intranet site.

Do define whom you need. Think about the type of mentor you require to reach your goals. To reach your goals, here's what to look for: skill development, relationship building, conflict management, leadership development, job transitioning and strategic career planning. Be careful not to expect your mentor to find your next job for you.

Do create a win-win situation. Tell your potential mentor what you bring to the table and what you can do for them. Most mentors just want the opportunity to give back. It doesn't hurt, of course, to point out how you can add value. For starters, you provide him or her with a fresh perspective and an ear to the ground. This can help keep them aware of the issues, struggles and concerns of their direct reports. Your access to that kind of information can be very valuable to an executive several levels higher than you. Both of you will be learning and building your networks. At the very least, be sure to reassure them that you will treat their time with respect.

Do determine your mentor pool. Some companies have formal mentoring programs so be sure to check with your human resources department or manager to see if one exists. Or, you can look for someone outside your company and tap into professional organizations, like HBA or a local chapter of a sales representative organization. There are benefits and drawbacks to internal and external mentors so consider how you can use both. The key is to think creatively and get suggestions from your manager or other executives you admire if your company culture supports this. Use your network. You don't have to do this alone. Get help from others to get introduced. And make a list of the qualities you want your mentor to have.

Do outline the mentor relationship you want. Sketch out your ideal parameters, keeping in mind these are not set in stone and a lot will depend on how much time your mentor has to dedicate to the relationship. How formal or informal do you want it to be? What is the best way to communicate and follow up? Do you want to have a status check after a month or two to determine if the mentorship is meeting both your needs?

Do build a relationship before you select a mentor. Take your time and meet with three or four mentor candidates. Don't assume the first person you open a dialog with is the best choice or is interested in being a mentor. Fine-tune your approach and determine if your mentor candidate has the qualities you are seeking. You need to find out whether there is enough initial chemistry to make the mentorship worthwhile. Don't rush the process. Think ahead. Set up meetings before a national sales meetings or when you're visiting headquarters, or ask someone who knows your mentor candidate to introduce you. It may take two or three discussions before you find it appropriate to ask about a mentor relationship. As Kim Gawart suggests, "Most important is not to walk up to a VP you just met and say, 'Hi. I'm Chris Jones and I want you to be my mentor!'"

Do ask. If you want a formal mentor relationship ask him or her if they are open to being a mentor and explain your goals and expectations.

Do get started. Schedule a kickoff meeting and talk with him or her in more detail about goals, expectations, communication, frequency of contact and any other parameters that are important to you. Work on one goal at a time and create action steps. Be sure to come to your mentor with what you think are potential solutions and to get their guidance.

Do keep it going. Give your mentor progress updates items you've discussed to show them that you are committed to your goals. Take time to respond to their e-mails, text messages and phone calls – your mentor may have feedback or questions for you.

Do know when to stop. Some mentorship relationships last for months and others last for years. Respect your mentor's time and call it quits when the time is right.

It's up to you to drive this process. Take the first step. You've got everything to gain. Just like Kim Knight, a pharmaceutical sales rep, CNS specialty care rep from AstraZeneca, explains: "When I was promoted to the CNS position, my counterpart left the company six months after I started working in my new territory. To say the least, I had many challenges as a fairly new specialty rep in a highly demanding territory working by myself for 10 months. My mentor, Tony Walker, provided me with the support I needed. We had built up a level of trust so I could ask him any questions I had. He made himself available and helped me through the tough times."

The big picture

"My company advocates mentoring," Krisi Beherns of Sanofi-Aventis told me. "They recognize that people stay focused on business objectives when they feel that network of support. It also helps retain top talent." A good mentor relationship not only helps you and your mentor – it helps your company, too.