September 2009 Issue Number 112

Is a monthly electronic newsletter which links current events and issues to the daily challenges faced by fire and emergency services managers. Current topics in the areas of leadership development, workplace diversity, change management, and conflict resolution will be discussed.

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Consider This...

Rethinking Mentoring

In a recent speech, former General Electric CEO Jack Welch called mentoring “the worst idea ever to come down the pike.” He continued, “You could end up with someone who is unliked, or someone who’s a horse’s ass.” His comments were made during a presentation to the annual conference of the Society for Human Resource Management.

Mr. Welch’s views are in direct opposition to many current leaders who espouse mentoring as a vital tool in succession planning and effective professional development. Many organizations, including some fire departments, even create formal mentoring programs, where newer employees are assigned a more experienced member of the organization as a mentor. It seems that it is these programs for which Mr. Welch has particular scorn.

It’s true that some mentoring programs fail to achieve the desired goals. Being assigned into a relationship often feels contrived, and a relationship may fail to develop. “Being THE mentor” may feel like too much pressure even for those who are genuinely interested in helping newer employees. Reports on formal mentoring programs often talk about good intentions, but limited results.

But just because some formal mentoring programs may not work as well as some may hope, that does not mean that mentoring itself is a bad idea. Perhaps a better approach to being a mentor is fostering an organizational culture where mentoring behaviors are taught, encouraged, and rewarded. Positive mentoring behaviors include giving constructive, focused feedback and asking insightful questions that lead to increased self-awareness. Providing new opportunities, overseeing the acquisition of new skills, and giving support along the way are all actions that describe what effective mentors do.

You don’t have to be assigned as a formal mentor to provide these kinds of support to newer employees. Likewise, you don’t have to be the same race or gender, or even be older to be an effective mentor in a particular situation. The goal is not to find one particular mentor and stick with that person through your entire career, but rather to “look at everyone as a teacher” as Mr. Welch advised later in his speech. Preparing everyone in the organization with the skills and sense of purpose to help newer employees makes mentoring a way of life rather than just another program.

Source: HR Daily Advisor, August 25, 2009

A fire department in suburban Milwaukee County, Wisconsin recently hired its first African-American firefighter. This firefighter is believed to be only the second black firefighter hired among the 11 fire departments that serve Milwaukee County’s 18 suburbs. Within the City of Milwaukee, 12.6% of firefighters are African-American.

Source: The Milwaukee Journal Sentinel, August 4, 2009

Sexual Orientation: The Law and the Reality

Sexual orientation is not one of the so-called protected classes under Title VII, and therefore workplace discrimination based on sexual orientation is not officially covered under federal law. However, more and more cases are going to court based on sexual orientation, and according to one attorney, “anyone with a pulse” can get a claim to go forward to federal court.

Workplace protection based on sexual orientation in both public and private employment is currently mandated by law in 20 states and the District of Columbia. In addition, 12 states prohibit such discrimination in public employment. Further, many local jurisdictions including most major cities prohibit discrimination based on sexual orientation.

From a federal standpoint, Title VII of the 1964 Civil Rights Act prohibits workplace discrimination because of sex. This law has been interpreted by the Supreme Court to include discrimination that results from sexual stereotyping. In addition, the Supreme Court has validated the concept of sexual harassment among same-sex employees, and thrown out laws that made homosexual behavior illegal.

Whether sexual orientation is explicitly protected or not, employers are wise to make sure their policies and procedures prevent discrimination and harassment based on this characteristic. It’s not just a matter of legal liability, it’s the right thing to do.

Source: Business and Legal Reports, May 4, 2009

© Linda F. Willing, 2009