August 1, 1996
Bell develops a vision of mentoring for the new role of a boss in today's flattened, restructured organization. The old model of an authoritarian leader is being replaced by one who is a supporter, an enabler, and even a partner. The author sees mentoring for the new breed of leader as a one-on-one effort grounded in a partnership philosophy with the objective of adding a skill, competence, or understanding; but he does not include the special requirements of dealing with poor performers or mentoring in diversity situations. His mentoring process is an unfolding, changing effort, a learning experience for both the protegeand the mentor, a dual growth exercise. We learn the author's recipe for mentoring, which includes surrendering, accepting, giving, and extending. The book offers tips for ensuring productive mentoring by taking risks, developing listening skills, giving effective advice and feedback, and using thoughtful questions to fuel curiosity and cultivate wisdom. ((Reviewed Aug. 1996))(Reprinted with permission of Booklist, copyright 1996, American Library Association.)