Is it harder for junior leaders to seek out a potential mentor or is it harder for senior leaders to find a mentee?

The onus is on the junior of the two (I guess the mentee...is that a word?). You can't go looking for someone to mentor. It doesn't work like that. I guess it can, but that means someone is walking around going, "I have all this information to share and I'm looking for a special snowflake on which to impart this knowledge." A leader should provide it to everyone in their daily business. A leader of character and commitment will continually strive to be a positive influence in the careers and lives of their subordinates. It is only after a subordinate has seen something they admire in a senior leader can the unofficial process of mentoring begin. I separate this relationship from general leadership because it is, indeed, a more intimate relationship. Usually it begins with the subordinate asking questions which are professional in nature, but are more pointed than your general passing of information. This process goes on and in time, the junior person comes to the senior person as often as they want to ask questions about the profession or to solicit advice about how to progress in their career. Sometimes, they may ask for an endorsement or intervention on their behalf in a process. It isn't something which should be sought for. It is something that should mature over time. I guess using a more formal structure could work, but it would feel like an arranged marriage. I am sure arranged marriages work out sometimes, but it has to be uncomfortable for a long time.

I don't believe mentorship can be lumped into a program. The Soldiers I was blessed with the opportunity to serve as a mentor too, sought me out, picked my brain, opinions, and used me as a sounding board for ideas and solutions to hard issues. I'm humbled and honored to have some who still keep in touch. People don't have to like you, leadership isn't about popularity it's about being fair honest, tactically / technically proficient. Some of the best leaders I had, I didn't especially like, but respected their expertise, and knew if I asked an opinion on an issue I was trying to resolve regardless of what it was they would point me in the right direction and I trusted their advise. I think its more important for leaders to be approachable than likable.

It doesn't have to be a 1:1 ratio.

I've commented before but I had dozens of mentors when I was a young troop. Sometimes it was 15 minute conversations. Sometimes it was 2+ year relationships.

When the Adj explains what he actually does, that's mentoring. When the Comm PSG gives a hip-pocket class, that's mentoring. When you know who to go to to ask the right question, or better yet who to send your guys to when they have a specific question, that's mentoring.

When we "formalized" the mentorship program, we did ourselves a disservice. Our immediate supervisor is always our mentor, as are our many of our peers who we interact with daily. The amount of knowledge we absorb just working around others is the goal.

I don't seek out people to become my mentor. It is just something that happens. It usually ends up being someone that I am able to open up easily to and someone that I respect their advice and their character as a leader.

I guess I just don't understand this "problem" with mentorship. In my career(s), I've never actually sat down with someone and asked them to be my mentor. What I _HAVE_ done is look at people I admire and try to figure out how they did what they did, and then emulate it. I've learned from O-10's and E-I-O-U-1's (that's a kid getting ready to be kicked out). You take wisdom where you can find it.

As for finding someone to mentor, I've never done that either. I worked hard to help EVERYONE get ahead - whether they were E-1's or O-10's. I gave a damn about what they wanted to do, and if they asked for it, gave advice. If they were on a collision course, I even offered unsolicited advice.

I managed to retire as an E-9, and I never had a complaint from seniors, peers, or subordinates, so SOMETHING worked.

One reaction that I have to this thread is that I don't think the onus should be on senior 'mentors' to go out and find someone to be their mentee. The mentee generally should bear this responsibility IMO.

My leadership experience is that some junior leaders do not realize THEY should be approaching the senior leader asking for guidance and looking for a mentor. It is my responsibility as a senior leader to let the junior leaders know I am approachable and will be responsive to their issues. This includes coordinating them with a mentor with whom they may be more compatible.

Ego must be restrained by both the mentor and mentee. I have to keep reminding myself that they may not know the questions to ask or have the experience to recognize situations.

My interest and responsibility is in helping those leaders who want my help.

I can't speak for all leaders, but as a butter bar going to my first unit, I met a CPT that was new to the unit as well. He introduced himself and told me that he was going to be my mentor. I spent 6 months with him in the 3 shop before I took a platoon. Through his mentorship, I was far more prepared than I would have been without his guidance and development.

To answer your question, I don't believe that one person in particular is solely responsible for beginning the mentorship process. I believe all leaders should aim to provide mentorship to those who are hungry for it. The senior leaders in my unit always took advantage of that with LPDs, PT, luncheons, and even during counseling sessions.

I think it's equal. I've been on both sides. Sometimes, you look for advice from someone who for whatever reason doesn't want to invest the time and/or effort. Other times, I've tried and failed to relate to someone efficiently enough to give them reason to better consider my guidance.

I think there's a difference between those you start to mentor and those you continue to mentor. If it's sticking, it's worth both of your continued time. If not, perhaps a different match up. Neither should feel offended but some do, which can be a problem down the road. There's a pretty good shopping list of what you shouldn't be doing as a mentor (not creating another you) and receiver (don't expect a magic pill), etc. I was a senior mentor for a high end SYSCOM leadership program for some time. You're looking for the person to be much more capable down the road, hence that means you have Three Thirds the mentor and member needs to work on: skills at work, home/outside life, and themselves individually. You get the best result when all three are improved. One will always drag the other two down if not worked on.