Finding a mentor and making the relationship work.

Strong technical skills. Years of industry experience. Top-notch interpersonal abilities. Without question, these attributes are critical for career advancement. But is there something else that can also offer you a significant advantage?

The answer is yes. A well-matched mentor can be among the most powerful instruments in your professional toolbox. A good mentor can help expand your skill set, identify areas for improvement, serve as a sounding board for new ideas and challenge you to pursue opportunities you might otherwise pass up. If you are new to a company or role, a mentor can help you learn the ropes, overcome challenges and forge relationships with important contacts inside and outside the organization. Above all, a mentor can inspire you to reach new professional heights.

Some mentors are well known: Andrew Grove credits Gordon Moore as his mentor. Others are not household names: Jack Welch was mentored by Reuben Gutoff, a GE executive who identified Welch's promise and convinced him to remain with the firm after accepting a position elsewhere. Most of us do not have access to such high-profile professional advisors, but a mentor can be your own personal superstar and provide you with what you need to take the next step in your career. Establishing a plan

To identify an appropriate mentor and set expectations for the relationship, ask yourself the following questions:

Why am I seeking a mentor? This depends on what you hope to gain. Some professionals are looking to take on expanded roles in their organizations, for instance, and look to a mentor to help them establish a career path for doing so. Others wish to build skills in a certain area, such as software proficiency, and need a mentor who can serve as an effective teacher.

Who can help me achieve my goal? Your choice of a mentor is largely dictated by the objectives you've set. For example, if you would like to one day assume a managerial position, you may find current or former supervisors to be potential mentors since they can identify the skills and experience you need to build. On the other hand, professionals who would like to become more familiar with a certain computer application could find good mentors in colleagues who are well-versed with that program. Depending on your goals, you may even find that it is worthwhile to build relationships with multiple mentors, each of whom can help you develop in various areas.

Finding the right person

Many people fail to find mentors simply because they don't know where to look. Start by exploring formal mentoring programs offered by your firm. If this option does not exist, think about people you already know: coworkers, former colleagues, family, friends and members of your professional network. There's no rule that states you cannot have a pre-existing relationship with your mentor. Above all, identify someone you trust and respect who can derive personal satisfaction in helping you continue your professional development.

Taking the first step

Once you've targeted potential mentors, you'll need to determine whether they would be interested in formalizing a professional relationship with you. Be upfront about what factors prompted you to make your choice--what your objectives are and how you think this person can help you reach them.

Developing the relationship

Like any relationship, what you put into mentoring will determine what you get out of it. As your relationship develops, consider the following questions:

How can I help mentors help me? Remember that mentors volunteer for these roles and have other commitments. Make it as easy as possible for them to offer assistance. For example, if they travel frequently, avoid trying to set up long meetings. Instead, meet them for lunch or coffee.

How do I know if the relationship is working? Just as you do with your supervisor at the office, work with mentors to set performance goals, methods of evaluation and rewards for meeting your objectives. Above all, a commitment from both sides is needed for your mentorship to be successful. Look for signs that could indicate the relationship is fraying, such as missed meetings, infrequent contact or strained communication. But recognize, too, that in longer-term interactions these signals may simply mean that a formal relationship is no longer necessary.

Am I giving enough back? A mentorship is a two-way street, and mentors should also benefit from the relationship. If you provide regular feedback on your professional development, mentors can see how their efforts are impacting your career. Also, offer to lend your mentor a hand whenever possible. It's as simple as sending an article of interest or saying, "I'm very knowledgeable with Excel. If you ever need help, give me a call."

You may have many mentors over the course of your career and find that some have a greater impact on you than others. But you likely will not discover a single mentorship that did not benefit you in some capacity. Establishing a formal relationship with a trusted advisor, no matter with whom or for how long, is one of the smartest career moves you can make.

Brandi Britton is the regional vice president of Robert Half International Inc., the parent company of Accountemps and the world's first and largest specialized staffing firm. Accountemps has offices in 330 cities worldwide with Los Angeles County locations in Westwood, Downtown Los Angeles, Torrance and LAX. For more information, please visit www.accountemps.com.