By Chris Knutson, P.E.
An enduring expression of leadership for the U.S. Army has been BE, KNOW, DO. The framework has been used for years to focus the development of leaders at West Point and has been formalized within the Army’s official leadership doctrine. The focus is not so much on the mechanics of leadership as it is on the development of leadership characteristics. This framework can be applied to all leadership situations in any organization, not just the military. Furthermore, it can be applied to the mentor/mentee relationship where skill and knowledge are co-developed.
Be. Perhaps it’s most useful to think of this as the values and attributes that shape character. These are the internal and defining qualities possessed at all times and that make up a person’s identity. As a mentor, you are expected to be role model with proper conduct both in and out of the office. Proper conduct includes proper attitudes, behaviors, and decisions both professionally and personally. You cannot pick and choose when to adhere to the code of ethics and other professional requirements—this is the price of entry into our profession. As a mentee, you must be perceptive to whom you follow or where you turn for professional advice. Not all advice is useful, and it is your job to know this and cut through the static.
Know. At first blush this element is simple. It’s about knowledge: university and continuing education, on-the-job training, experiences. However, it goes a step further for the mentor and mentee relationship. The mentor is expected to maintain personal familiarity with the mentee as well as with the guidelines and framework for mentoring from their company, NSPE, or other governing entity. The latter two elements ensure that the relationship is (1) relevant to the mentee’s professional aspirations and current ability set and (2) conducted within a framework that will yield an effective relationship.
Do. While character and knowledge are good, they themselves are not enough for a mentee to advance. It will take action—action on behalf of the mentee in applying the knowledge and wisdom gained from observing their mentor in action and the knowledge they have imparted. Action is equally important for the mentor, who must “walk the talk.” Since a large part of mentoring is accomplished nonverbally through observation, competency, and diligence in every action taken will send the right signals to the mentee with greater impact than through words alone.
Applying the Army’s simple BE, KNOW, DO framework to our mentoring relationships can help both the mentor and mentee remember the basic elements necessary for a successful partnership. It can also help highlight what is right and links knowledge to action.
NSPE member Chris Knutson, P.E., has over 17 years in the U.S. Air Force as an engineer officer and currently serves as a lieutenant colonel commanding a civil engineer squadron in New Mexico. He is a member of the NSPE Mentoring Task Force.
