In the early days of the industrial age, there were very few real managers. This was a time when the boss was the boss. It worked great when you had hundreds of people lined up begging for the chance to have a job. This "systemic" approach puts employees at the lowest level of value. Seen basically as a means to an end, as replaceable as any other "work tool". The idea of "do what I say or get out" worked.

As work became more complex, the managers role extended to include training. At this point the workers value increased to the level of "extrinsic" value. Employees were valued in terms of their skills. Measurement techniques were developed to determine skill and production levels and rewards were based on the individuals comparative productivity. This approach too has worked well for its time, however, things have continued to change.

This is true for many reasons including the growing need for skilled workers, the limited pool of talented people in relation to market demands, the increasing demands for high quality work and customer service to name just a few.

In addition, the new generation of worker expects more of their bosses than just assignments and rewards. They want to feel that they are part of accomplishing something worthwhile and that they have value to the people they work for. This is especially true for businesses that have reduced the number of available management positions to the point that they have more people ready for promotions than promotional opportunities.

Dealing with these issues imposes dramatic new challenges. For many managers, this means developing a whole new set of skills and a very different way of thinking about their roles. Now managers need to be able to find, keep and develop talented people who work out of commitment rather than compliance. To be successful today, managers have to become mentors too.

From the perspective of Axiology this means that managers need to enhance their capacity to see and appreciate the "intrinsic" value of their people. It means internalizing the idea that people are more than tools or talents; that they are individuals that have personal value. As a mentor, the manager adds value to their own role, enhances the value their people see in themselves and ultimately creates an environment where employees choose to invest themselves in the achievement of commonly held goals.

The mentors role requires the insights, skills and desire to help others discover their potential. For most, this is not a natural talent, but the necessary insights and skills can be learned. The desire, of course, is more a matter of choice. The most successful companies are recognizing the distinction between managers and mentors and are providing managers who are willing to make this important shift, with the opportunity to develop these important skills for success.

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