The power of mentoring young talent
Earnestine Johnson
Even if conditions for mentoring are ideal, there is no guarantee that your employees won’t leave for other opportunities. Mentoring should be viewed as a duty and not as something that slows one’s work progress. In nuclear, we are challenged with striving continuously to become better professionals in our roles. Mentoring can accelerate that journey exponentially.
Although we will encounter employees who will not listen even in the best of mentoring moments, we cannot afford to lessen our efforts. Instead, work with those who welcome your time and your insights, because the nuclear industry can be an overwhelming realm to enter. We grow accustomed to the sheer volume of acronyms we use, the system complexities and nuances, the challenging and stringent regulatory environment, the personal challenges from fellow co-workers, and the high stakes associated with nuclear safety. Any one of these represents a challenge for even the most skilled engineers and technicians—and we sometimes take for granted this insider knowledge, forgetting that newcomers to the field do not yet have that perspective.
