There are so many things about running a renovation or outdoor business that they don’t teach you in school. Fortunately, mentorship can be a way to bridge the gap between theoretical knowledge and firsthand experience. We talked with established professionals about how mentoring played a role in their own careers, and what it takes to be an effective mentor now.
1. Become an advocate for your apprentice
Entering the world of construction, Pierrette Tierney of Magleby Construction in Utah, in the US, found herself in a male-dominated environment. “The first construction firm that hired me was open-minded and looking to diversify their team, but it could still feel pretty intimidating sitting at the conference table in a meeting and being the only female there,” she says.
One of that firm’s top talents became her mentor, but more importantly, went beyond the traditional coaching role.“Being someone’s mentor is great, but the next level is to become their sponsor – someone who actively advocates for you to others,”Pierrette says. “My mentor wanted my voice to be heard and to provide a new perspective.”
While this might seem like a magnanimous act on the part of the more experienced professional, it also had benefits to the firm. “Generally speaking, half of your clients are females, so it’s really important to have a female perspective within a firm – someone who is raising ideas and concerns that may have been overlooked in the past,” Pierrette says.
Now vice president of business development for Magleby Construction, Pierrette was more comfortable in all-male environments than other women entering the construction industry might be. “I grew up with three brothers,” she says, “but I recognise that isn’t always the case.That’s why it’s so important to be a sponsor and advocate for voices and ideas not previously heard,” she says.
2. Help them learn how to work with clients
Staci Steidley of Studio Steidley in Texas, started as a junior designer at a large commercial firm straight out of college. “To be honest, if it wasn’t for a lead designer who took me under her wing, I would have been lost,” she says. “She taught me the ropes and the soft skills that you really don’t learn in school.”
Staci’s mentor provided her with a safe space to ask questions. “It happened pretty organically,” she says. “I would find myself in her office discussing tips and strategies on how to present a project to clients with confidence, how to anticipate their questions, and how to deal with conflicts when they arose.”
Today, Staci runs her own design firm and has a junior designer and an intern on staff. She tries to teach them in the same way her first mentor helped her. “It’s not about holding someone’s hand, it’s about being there to lend an ear and offer helpful advice,” she says. “A lot of those soft skills about dealing with clients don’t come naturally – it takes time and experience to acquire them. If I can jump-start that process … it’s a benefit to their careers as designers and to me as a business owner.”
3. Remember a mentor does what’s best for the apprentice
One of the most rewarding aspects of being a mentor is watching a young professional grow and excel in their career. And taking on a mentorship role comes with the responsibility of doing what’s best for your trainee.
“If they have an opportunity for a new job or role that doesn’t exist for them at our firm, I’m not going to be selfish and hold them back,”Pierrette says. Also, “I’ve taken calls from other construction firms looking to hire former mentees and I’ve been happy to vouch for their abilities.”
Pierrette finds that advocating for her apprentices ends up working out in her favour later, even if it means letting them go in the short-term. “I’ve also had former mentees send amazing job candidates my way, because they trust me,” she says. “It’s a two-way street that benefits everyone involved.”
4. Give trainees opportunities to take the lead
One of the most important roles a business owner faces as a natural mentor to employees is to give them a chance to shine. “It can be tempting to teach them everything you know and then expect them to do everything the way you do it,” Staci says. “But if you don’t give them an opportunity to present new ideas and take the lead, you’re doing them and your business a disservice.”
For example, Staci recently had a new designer take the lead on a large kitchen project that needed a reimagined floorplan. “I wanted him to understand and grapple with every aspect of the project,” she says. “Doing so empowers a young designer to express their ideas and come up with something amazing that I may not have thought of on my own.”
Allowing young employees this freedom means that you, the boss or mentor, also need to let go – and let them work. “You can’t be too worried about them making mistakes and second-guessing their every move. If you do that, they can become too safe in their decisions, and their work will be stale and generic,” she says. Instead, allow the extra time they’ll need to complete a project and help only when they need it. “Putting that extra time and investment into them will result in better designers and better design.”
One great way for building and design pros to share their vision for a project is through Houzz Pro business and project management software’s Mood Boards tool and 3D Floor Planner. These tools enable pros to create visualisations of their projects that give clients a realistic, easy-to-understand view of the designs.
