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Part II: The Proactive Mentee > The Mentee as Partner

Chapter 13. The Mentee as Partner

A generation ago, most employees were relatively unsophisticated, undereducated and frequently trained to be quite passive in the workplace—until and unless they achieved position power as a supervisor or above. Being mentored (if sanctioned at all) was reserved for technical, professional, or management personnel. In contrast, today’s mentees may have mentors who possess fewer academic degrees or other attributes than they do. And a mentor may have less cross-cultural experience than a given mentee has. Yet such mentees can still benefit from the mentor’s special knowledge, quality experience, organizational insight, or, perhaps, broader general education. It is also increasingly common for a younger person who has special know-how to mentor an older person who happens to need what the “junior partner” possesses.


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