The words “mentor” and “mentoring” are loaded. That is, they are infused with a mother lode of high hopes, blue skies, and all things constructive. The onus on a mentor is to pass on wisdom of some sort to a mentee. The fulfillment of this plethora of good stuff, however, assumes that three very important factors exist:

1. A mentor with wisdom to spare

2. A mentor with knowledge and understanding of how to pass on wisdom to a mentee

3. A mentee receptive to a mentor

Ideally, a mentor is a teacher who can teach a mentee a thing or two. But this wisdom and knowledge transfer occurs only if certain mentoring guidelines are mastered and intelligently applied. Just as teaching in a classroom setting is not a casual or haphazard undertaking, neither is mentoring.

Not-for-profit mentoring organizations approach the comprehensive mentoring process and relationships between mentors and mentees with the utmost solemnity. Prospective mentors are screened, and those who make the cut are assigned mentees that best complement their backgrounds and aspirations.

In this regard, it's akin to a dating service and endeavoring to ensure a compatible fit. Similarly, a mentor in business is not assigned to anyone and everyone in the workplace. A mentor-mentee relationship on the job is established only when it is believed that something significant and positive for the company — and, of course, for the mentee's career growth — can emerge from the pairing.

In parenting, too, there are particular modes of behavior that work better than others in imparting important life lessons and instilling solid values in their children. In order to be accepted as positive role models, parents must first connect with their children. They cannot be seen as lacking in moral authority. Often parents have to work very hard to get through to their offspring.