Professionals need mentors to help them learn and advance in their chosen fields. Mentoring relationships occasionally develop in the course of work, but professionals cannot sit back and wait for that to happen. They should take the initiative to secure the mentoring relationships they need. These relationships supplement and enhance any substantive training the organization provides, makes individuals feel more “at home” in the organization, and increase opportunities for career success.

Although initiating mentoring relationships may seem awkward, advise young professionals that the process will be less daunting if they take the following steps:

• Set professional development goals for yourself and consider how a mentor can help you achieve your goals. Such goals might be to learn more about office politics, practice new technical skills, build strong client relationships, or move up in the organization.

• Determine the kind of mentor you need and the role you want the mentor to play. Mentors can teach skills, offer career advice, and introduce you to business contacts, but one mentor may not be able to do all of these things. Decide on a specific need and identify a prospective mentor who suits that need.

• Find out as much as possible about the candidate. Has the candidate been a mentor before? How did the candidate perform as a mentor? Does the candidate have the skills and attributes you are looking for? Does the candidate have any other obligations that may prevent taking on a mentoring responsibility?

• Arrange to meet with the candidate privately, in or out of the office. If you are anxious, practice what you will say with a friend before the meeting takes place. If you are seeking a mentor for the first time, you might feel more comfortable asking a peer to be a mentor before you approach someone more senior.

• If you do not know the candidate well, try to find someone who will introduce or refer you, or look for opportunities to meet the candidate. When you get together, emphasize your common professional interests and establish rapport. Be patient; it may take some time before a prospective mentor knows you well enough to feel comfortable being your mentor.

• Some potential mentors may view mentoring as long-term, comprehensive, and burdensome. If you suspect this might be the case, do not use the term “mentoring” at all. Instead, be precise about what you want the mentor to do and the time commitment that would be expected. Be realistic about the substance of the request, and be tactful and professional in your approach.

• Describe your development goal to the prospective mentor. Explain how it will promote both your professional development and the organization’s business goals. Point out your own responsibilities and contributions to the mentoring relationship. Demonstrate your commitment to the firm and the profession.

• Do not expect or insist on an immediate response. The candidate may need time to think about your proposal, so arrange a follow-up meeting. If the candidate declines, do not take it personally. Instead, tactfully try to find out why the candidate said no and whether he or she would be receptive to a mentoring proposal at another time or with a more limited scope.

• Asking someone to be your mentor involves some risk. But most individuals, even those who seem intimidating, enjoy sharing wisdom and are flattered to be asked, even if they decline. These simple steps will further minimize the risk and ensure the reward of essential mentoring relationships.