How can we better mentor our junior personnel?

First and foremost a leader must set the example by doing the right things, for the right reasons, at the right time. Secondly, say what you mean, and mean what you say.

First, find a person who truly embodies the mentor spirit, one who enjoys helping others. Pair them with junior enlisted members that desire more from their military career/experience than just going through the motion. Second, ensure that the mentor is focused soley on what the mentee desires to accomplish, then hold them accountable in a positive way. Lastly, follow-up with the mentee periodically to see if they feel that your partnership is moving them toward their desired outcome. Mentors should be willing to listen, not push their agenda on the mentee and check with the mentee to be sure they are satisfied with your guidance.

Provide inspirational leadership. People want to be led by someone who inspires them to be greater than they thought they could be. They want to be part of a team with merit, one that is excellence embodied and going places without having to rah-rah them into compliance. Inspire them! And make time to listen, understand, and respond. They don't always want to be taught. But the teaching moments are there, and that's when you need your salty experience to show them the way without being condescending. Be Yoda, not Vader.

Senior officers have greater depth and width of experience. It would be beneficial if the senior gives advice and guidance as he/sees the world differently.

Lead by example! I think it's important to take a minute and reach out to junior soldiers/officers and be genuine with smile and simple question. After the relationship is more then a drive by "hello", you can ask about some of the issues they have talked about in the past (family, friends, work, ect.).

Finally, it's critical that we ensure leadership are developing soldiers, they are completing a legit APFT, supervisor quarterly counselings, attending and excelling at required annual and MOS training. If we are showing interest (caring) and ensuring they are being challenged and focused on goals, they will succeed!

CPT (Join to see) hit the nail on the head. Leaders have to get off their butts, quit trying to lead and manage via email, and get to know your people. One of the most important aspects of mentorship is FEEDBACK. If you don't know your people, and what/how they're doing, you can't give feedback. The AF is failing miserably at this. In 20 years, I can count on one hand with 2 or 3 fingers left over the number of times I received knowledgeable and honest feedback from a supervisor. You MUST visit the sections and back shops, get to know names and faces, take a personal interest, and provide guidance and feedback. It is HARD WORK. If you're not willing to do the work, why are we calling you a "leader?"

Some in this thread have said that supervisors can't be mentors, that mentorship must be sought out. At best, I would call that sentiment half-right. A supervisor has a responsibility to mentor, but people will naturally seek advice and model themselves after people they respect and admire.

Dear Lt. Col Lloyd Malone,
Sir, I would suggest to going back to the time when we were fresh-faced Airmen and Lieutenants, when we had completed BMTS or OTS, and we got shipped off to our first duty stations.
I don't know about you or your first Squadron or Wing, but for me, I got stationed at Rhein Main Air Base, Germany, and after meeting with my Squadron Commander and First Sergeant, I
was introduced to my OIC, and my NCOIC (who had met me at the airport) then introduced me to my Supervisor, and finally, my Trainer. Along the way I met other key personnel, from the Base Commander, to the Chaplains, and also NCOs from Legal and Social Actions.
A lot of names, faces, and titles to remember, but some of them I worked with quite frequently, others I only saw once or twice a year (and that was fine with me - Ha!).
A couple of things stuck with me from my time as a 'military brat': first, my parents ALWAYS encouraged their subordinates, the junior personnel in their offices, to know that they would be treated fairly, and with respect. Second, because we were stationed overseas, and my parents were easily 15+ years older than the junior NCOs and Airmen in their chains of command, my parents basically 'adopted' several individuals when it came time to special occasions like the Thanksgiving, Christmas, and Passover holidays each year. They also encouraged their colleagues to do this for the junior NCOs and Airmen, too.
Finally, because my step-dad, especially, was at the top of his chain of command (he was the 17th Air Force Leadership Commandant @ Lindsey Air Station, Germany), he had an 'open door policy' that extended to our front door of our home. His personnel knew he was only a phone call away -- even if it was a rotary phone!
The point is, when we treat our junior personnel like we would want to be treated, mentorship will be much moire successful and the best of the best will be retained. Yes, they have to know there are customs and courtesies to be observed, and yes, they have a job to do, just like everyone else, but putting on the Air Force blues should not be demeaning to anyone; it's an honor that many of us have made, and that we are still proud of. Junior NCOs and Airmen in today's Air Force deserve to have careers and professional relationships they can look back upon and be proud of, too.

There are two types of mentors, just as their are two types of leaders - formal and informal. The formal mentor should be the immediate supervisor who should be engaged with those subordinates on the job, in the dorms, and in their lives. They are the ones who really need to know their people and train them and guide them in learning their military craft/skills and in learning and adhering to the military way of life. The informal mentors may not be the individual's immediate supervisor or even in the members chain of command but as an NCO, SNCO, or officer we should all be concerned for any military member we come in contact with. Chances are all of us are both formal and informal mentors at the same time. Take care of the people so they can take care of the mission. Train them to take over and be the leaders of the future so they too will be engaged as both formal and informal mentors themselves and bring up the next generation of military members.

Having retired 10 years ago this august, I have seen some dynamic changes in the military, specifically the USN. Mentorship or mentoring was becoming a new buzz word and had connotations of esprit de corps, team player, etc...what I do know about mentorship as a senior leader is that it begins with knowing your people. Its no different than being a little league coach. You have those that are top shelf, medium shelf and bottom shelf players. You groom each one within their own potential and like all sailors, push them out the door at the next tour better than they arrived. Forced mentorship or even assigned mentorship has issues, drawbacks, etc. Leadership cornerstones have mentorship ingrained. A strong leader is one that knows his people, their abilities, and walks the talk engaging success and motivation. What I see all too commonly these days is its another hoop to jump for an evaluation. Some of the best mentorship I ever witnessed was between E-5 and E-4's...and some of the worst were those under E-7, 8, & 9. Mentoring has to begin in boot camp. It should be a trait evaluated with specific accomplishments noted. I use to ask everyone of my sailors everyday..."what have you done for your shipmate, your ship, and our Navy today?" It was awkward at first, but soon became a known...there is nothing like watching a group of sailors work as a team, and learn who they are...and for leadership...its a great respite of the day to day...take the time to learn their names, goals, where they come from, why did they join...its starts with a conversation.

I have only been an NCO for a little more than 1 year but I think in order to better mentor our soldiers we must first lead by example and lead from the front. A Soldier does not respect an NCO who says one thing but then does another. Also it's taking the time to get to know your Soldier on a personal level as well. Know what they want to do in the Army and outside of the Army. Some of my Soldiers now have no desire to stay more than their initial enlistment so I try to help them do what they can now to ensure they are success in the civilian world after the Army.