Reward
Andy also cites the value of having a mentoring system, recalling a Call 2 project a few years ago that
encountered the dropout problem in which a number of companies and countries in a consortium were unable to
continue, leaving just a few smaller companies to pursue the work. A very daunting prospect, especially with
the loss of specific expertise. Or so it seemed. Andy was asked at the time to contact the Belgian project
leader and following a few conversations, the project made some adjustments. While it did not retain all the
goals that had been set out at the beginning, this steering intervention nevertheless helped to reshape the
ambitions and produce a set of very impactful results. “For me this was a very rewarding thing to do. I know
that I made a contribution to the success of the project, not in a technical way but as a collaborator.”
“That’s right,” says Asli, “as a mentor you can still feel like you are an integral part of a project even
though you are not part of the technical development. You are engaged through guiding and supporting and so
feel part of the success. That’s the real reward you get as a mentor.”
Open line
Zeynep is fully convinced of the value of mentors in ITEA projects. “When I see the successes of our
projects, very often the golden touch of a mentor is evident. Whether that’s in a technical, management or
human way. The projects feed off the valuable input from mentors. So let me ask you, what would you say to
anyone who intends to become a mentor? If I were a newbie, what advice would you give me?”
Asli: “The first important thing is to get a good understanding of the project, its goals, the participants
and people involved. Get hold of the feedback and regularly check in on progress. Be open and accessible to
the project leader. If you can do that, you can offer value.”
Andy: “Run! But joking aside, one of the tasks that we have as mentors is to demonstrate, especially to
newbie project leaders with little experience in ITEA, that we are a Community. We are there for each other.
Show them that the strength of ITEA – our flexibility and collaboration – is there to help them. And
interact. This is particularly vital during the initial phase of a project when changes tend to occur. Help
them see beyond the problems to find opportunities to have successful innovation and impact. And, as Asli
alluded to, it’s important that project leaders are aware that it’s an open line to you as a mentor.”
Third eye
Asli: “The intensity of that contact will, of course, depend on the experience a project leader has and
you have as a mentor. Where the project leader is experienced, the focus of the mentor is often on
acquiring a helicopter view to keep a good eye on what’s happening and where things are heading. Of
course, with a new project leader your role will be more to guide and direct, and invest a bit more
time.”
“I agree,” says Zeynep. “Having an engineering background myself, I am well aware of getting so wrapped
up in the technical detail that there is a danger of missing the mission – the reason why you began the
project in the first place. So I am very much in favour of a third ‘objective’ eye in the whole process.
So, even whether you are an experienced or inexperienced project leader, the value of this third eye
cannot be underestimated. But if we look at the flipside of the coin, a new mentor also faces
challenges, wouldn’t you agree?”
Andy: “Absolutely. But what certainly helped me when I became a mentor for the first time was that I had
already been involved in ITEA for quite a while. I already had experience as both a project participant
and leader. Being a relatively familiar face in the Community also helped, that’s for sure. I faced
challenges but when I think back on the projects I have been involved in as a mentor, we always managed
to turn things around when problems arose. As I said earlier, there’s a tremendous amount of
satisfaction you derive from this. It underlines your value and demonstrates how worthwhile it is to
take on such a role. In addition, you gain the benefits of acquiring knowledge from a range of domains
that, as a mentor, may not be part of your daily work. This is a big plus.”
Asli: “Well I do get satisfaction from the value we provide being recognised. I recently talked to a
project leader about the comments received in a review and he said how useful it had been to actually
discuss the comments in detail. That kind of feedback reaffirms your value as a mentor. Another thing
that makes me feel good about my role is, as Andy suggested, the knowledge you pick up. All the amazing
things being done throughout our Community. And what’s really great is that you get insight into beyond
State-of-the-Art. But if I had to say what the most rewarding thing is, it’s the final review when the
project presents its achievements. And you know that you have been part of that process.”
