Thursday 17 November 2011

WARREN BUFFET.


Warren Edward Buffett (born August 30, 1930) is an American business magnate, investor, and philanthropist. He is widely regarded as one of the most successful investors in the world. Often introduced as "legendary investor, Warren Buffett, he is the primary shareholder, chairman and CEO of Berkshire Hathaway. He is consistently ranked among the world's wealthiest people. He was ranked as the world's wealthiest person in 2008 and is the third wealthiest person in the world as of 2011.

Buffett is called the "Wizard of Omaha", "Oracle of Omaha"or the "Sage of Omaha"and is noted for his adherence to the value investing philosophy and for his personal frugality despite his immense wealth.Buffett is also a notable philanthropist, having pledged to give away 99 percent of his fortune to philanthropic causes, primarily via the Gates Foundation. He also serves as a member of the board of trustees at Grinnell College.

Warren Buffett house, Omaha, Nebraska Warren Buffett Net worth: $39 billion Annual property taxes: $13,859. Residence: Omaha, Neb.


Buffett was born in 1930 in Omaha, Nebraska, the second of three children and only son of U.S. Representative Howard Buffett, a fierce critic of the interventionist New Deal domestic and foreign policy, and his wife Leila (née Stahl). Buffett began his education at Rose Hill Elementary School in Omaha. In 1942, his father was elected to the first of four terms in the United States Congress, and after moving with his family to Washington, D.C., Warren finished elementary school, attended Alice Deal Junior High School, and graduated from Woodrow Wilson High School in 1947, where his senior yearbook picture reads: "likes math; a future stock broker."


Even as a child, Buffett displayed an interest in making and saving money. He went door to door selling chewing gum, Coca-Cola, or weekly magazines. For a while, he worked in his grandfather's grocery store. While still in high school he was successful in making money by delivering newspapers, selling golfballs and stamps, and detailing cars, among other means. Filing his first income tax return in 1944, Buffett took a $35 deduction for the use of his bicycle and watch on his paper route.

In 1945, in his sophomore year of high school, Buffett and a friend spent $25 to purchase a used pinball machine, which they placed in the local barber shop. Within months, they owned several machines in different barber shops.

Buffett's interest in the stock market and investing also dated to his childhood, to the days he spent in the customers' lounge of a regional stock brokerage near the office of his father's own brokerage company. On a trip to New York City at the age of ten, he made a point to visit the New York Stock Exchange. At the age of 11, he bought three shares of Cities Service Preferred for himself, and three for his sister. While in high school he invested in a business owned by his father and bought a farm worked by a tenant farmer. By the time he finished college, Buffett had accumulated more than $90,000 in savings measured in 2009 dollars.
 
Buffett entered college as a freshmen in 1947 at the Wharton Business School of the University of Pennsylvania and studied there for two years from 1947 to 1949. In the year 1950, when he entered his junior year, he transferred to the University of Nebraska–Lincoln where at the age of nineteen, he graduated with a Bachelor of Science in business administration. After the completion of his undergraduate studies, Buffett enrolled at Columbia Business School after learning that Benjamin Graham (author of "The Intelligent Investor" – one of his favorite books on investing) and David Dodd, two well-known securities analysts, taught there. He earned a Master of Science in economics from Columbia in 1951. Buffett also attended the New York Institute of Finance

In Buffett’s own words:

I’m 15 percent Fisher and 85 percent Benjamin Graham. The basic ideas of investing are to look at stocks as business, use the market's fluctuations to your advantage, and seek a margin of safety. That’s what Ben Graham taught us. A hundred years from now they will still be the cornerstones of investing.

Warren Buffett was employed from 1951–54 at Buffett-Falk & Co., Omaha as an investment salesman, from 1954–1956 at Graham-Newman Corp., New York as a securities analyst, from 1956–1969 at Buffett Partnership, Ltd., Omaha as a general partner and from 1970 – Present at Berkshire Hathaway Inc, Omaha as its Chairman, CEO.

In 1950, at the age of 20, Buffett had made and saved $9,800. In April 1952, Buffett discovered Graham was on the board of GEICO insurance. Taking a train to Washington, D.C. on a Saturday, he knocked on the door of GEICO's headquarters until a janitor allowed him in. There he met Lorimer Davidson, Geico's Vice President, and the two discussed the insurance business for hours. Davidson would eventually become Buffett's life-long friend and a lasting influence and later recall that he found Buffett to be an "extraordinary man" after only fifteen minutes. Buffett graduated from Columbia and wanted to work on Wall Street, however, both his father and Ben Graham urged him not to. He offered to work for Graham for free, but Graham refused.


Buffett returned to Omaha and worked as a stockbroker while taking a Dale Carnegie public speaking course.[citation needed] Using what he learned, he felt confident enough to teach an "Investment Principles" night class at the University of Nebraska-Omaha. The average age of his students was more than twice his own. During this time he also purchased a Sinclair Texaco gas station as a side investment. However, this did not turn out to be a successful business venture.

In 1952 Buffett married Susan Thompson at Dundee Presbyterian Church and the next year they had their first child, Susan Alice Buffett. In 1954, Buffett accepted a job at Benjamin Graham's partnership. His starting salary was $12,000 a year (approximately $97,000 adjusted to 2008 dollars). There he worked closely with Walter Schloss. Graham was a tough man to work for. He was adamant that stocks provide a wide margin of safety after weighting the trade-off between their price and their intrinsic value. The argument made sense to Buffett but he questioned whether the criteria were too stringent and caused the company to miss out on big winners that had more qualitative values.That same year the Buffetts had their second child, Howard Graham Buffett. In 1956, Benjamin Graham retired and closed his partnership. At this time Buffett's personal savings were over $174,000 ($1.2 million inflation adjusted to 2009 dollars) and he started Buffett Partnership Ltd., an investment partnership in Omaha.


In 1957, Buffett had three partnerships operating the entire year. He purchased a five-bedroom stucco house in Omaha, where he still lives, for $31,500. In 1958 the Buffett's third child, Peter Andrew Buffett, was born. Buffett operated five partnerships the entire year. In 1959, the company grew to six partnerships operating the entire year and Buffett was introduced to Charlie Munger. By 1960, Buffett had seven partnerships operating: Buffett Associates, Buffett Fund, Dacee, Emdee, Glenoff, Mo-Buff and Underwood. 

He asked one of his partners, a doctor, to find ten other doctors willing to invest $10,000 each in his partnership. Eventually eleven agreed, and Buffett pooled their money with a mere $100 original investment of his own. In 1961, Buffett revealed that Sanborn Map Company accounted for 35% of the partnership's assets. He explained that in 1958 Sanborn stock sold at only $45 per share when the value of the Sanborn investment portfolio was $65 per share. This meant that buyers valued Sanborn stock at "minus $20" per share and were unwilling to pay more than 70 cents on the dollar for an investment portfolio with a map business thrown in for nothing. This earned him a spot on the board of Sanborn.


As a millionaire

In 1962, Buffett became a millionaire because of his partnerships, which in January 1962 had an excess of $7,178,500, of which over $1,025,000 belonged to Buffett. Buffett merged all partnerships into one partnership. Buffett invested in and eventually took control of a textile manufacturing firm, Berkshire Hathaway. Buffett's partnerships began purchasing shares at $7.60 per share. In 1965, when Buffett's partnerships began purchasing Berkshire aggressively, they paid $14.86 per share while the company had working capital of $19 per share. This did not include the value of fixed assets (factory and equipment). Buffett took control of Berkshire Hathaway at the board meeting and named a new president, Ken Chace, to run the company. In 1966, Buffett closed the partnership to new money. Buffett wrote in his letter: "... unless it appears that circumstances have changed (under some conditions added capital would improve results) or unless new partners can bring some asset to the partnership other than simply capital, I intend to admit no additional partners to BPL."

In a second letter, Buffett announced his first investment in a private business — Hochschild, Kohn and Co, a privately owned Baltimore department store. In 1967, Berkshire paid out its first and only dividend of 10 cents. In 1969, following his most successful year, Buffett liquidated the partnership and transferred their assets to his partners. Among the assets paid out were shares of Berkshire Hathaway. In 1970, as chairman of Berkshire Hathaway, Buffett began writing his now-famous annual letters to shareholders. However, he lived solely on his salary of $50,000 per year, and his outside investment income. In 1979, Berkshire began the year trading at $775 per share, and ended at $1,310. Buffett's net worth reached $620 million, placing him on the Forbes 400 for the first time.

In 1973, Berkshire began to acquire stock in the Washington Post Company. Buffett became close friends with Katharine Graham, who controlled the company and its flagship newspaper, and became a member of its board of directors. In 1974, the SEC opened a formal investigation into Warren Buffett and Berkshire's acquisition of WESCO, due to possible conflict of interest. No charges were brought. In 1977, Berkshire indirectly purchased the Buffalo Evening News for $32.5 million. Antitrust charges started, instigated by its rival, the Buffalo Courier-Express. Both papers lost money, until the Courier-Express folded in 1982.
In 1979, Berkshire began to acquire stock in ABC. Capital Cities announced $3.5 billion purchase of ABC on March 18, 1985 surprised the media industry, as ABC was four times bigger than Capital Cities at the time. Berkshire Hathaway chairman Warren Buffett helped finance the deal in return for a 25% stake in the combined company.  The newly merged company, known as Capital Cities/ABC (or CapCities/ABC), was forced to sell off some stations due to FCC ownership rules. Also, the two companies owned several radio stations in the same markets.


In 1987, Berkshire Hathaway purchased a 12% stake in Salomon Inc., making it the largest shareholder and Buffett the director. In 1990, a scandal involving John Gutfreund (former CEO of Salomon Brothers) surfaced. A rogue trader, Paul Mozer, was submitting bids in excess of what was allowed by the Treasury rules. When this was discovered and brought to the attention of Gutfreund, he did not immediately suspend the rogue trader. Gutfreund left the company in August 1991.Buffett became Chairman of Salomon until the crisis passed; on September 4, 1991, he testified before Congress.In 1988, Buffett began buying stock in Coca-Cola Company, eventually purchasing up to 7% of the company for $1.02 billion. It would turn out to be one of Berkshire's most lucrative investments, and one which it still holds.



As a billionaire

Buffett became a billionaire on paper when Berkshire Hathaway began selling class A shares on May 29, 1990, when the market closed at $7,175 a share. In 1998, in an unusual move, he acquired General Re (Gen Re) for stock. In 2002, Buffett became involved with Maurice R. Greenberg at AIG, with General Re providing reinsurance. On March 15, 2005, AIG's board forced Greenberg to resign from his post as Chairman and CEO under the shadow of criticism from Eliot Spitzer, former attorney general of the state of New York. On February 9, 2006, AIG and the New York State Attorney General's office agreed to a settlement in which AIG would pay a fine of $1.6 billion. In 2010, the federal government settled with Berkshire Hathaway for $92 million in return for the firm avoiding prosecution in an AIG fraud scheme, and undergoing 'corporate governance concessions'.
 
In 2002, Buffett entered in $11 billion worth of forward contracts to deliver U.S. dollars against other currencies. By April 2006, his total gain on these contracts was over $2 billion. In 2006, Buffett announced in June that he gradually would give away 85% of his Berkshire holdings to five foundations in annual gifts of stock, starting in July 2006. The largest contribution would go to the Bill and Melinda Gates Foundation. In 2007, in a letter to shareholders, Buffett announced that he was looking for a younger successor, or perhaps successors, to run his investment business. Buffett had previously selected Lou Simpson, who runs investments at Geico, to fill that role. However, Simpson is only six years younger than Buffett.


Buffett married Susan Buffett (née Thompson) in 1952. They had three children, Susie, Howard and Peter. The couple began living separately in 1977, although they remained married until her death in July 2004. Their daughter, Susie, lives in Omaha and does charitable work through the Susan A. Buffett Foundation and is a national board member of Girls, Inc. In 2006, on his seventy-sixth birthday, Warren married his never-married longtime-companion, Astrid Menks, who was then 60 years old. She had lived with him since his wife's departure to San Francisco in 1977. It was Susan Buffett who arranged for the two to meet before she left Omaha to pursue her singing career. All three were close and Christmas cards to friends were signed "Warren, Susie and Astrid". Susan Buffett briefly discussed this relationship in an interview on the Charlie Rose Show shortly before her death, in a rare glimpse into Buffett's personal life.
 
Warren Buffett disowned his son Peter's adopted daughter, Nicole, in 2006 after she participated in the Jamie Johnson documentary, The One Percent. Although his first wife had referred to Nicole as one of her "adored grandchildren", Buffett wrote her a letter stating, "I have not emotionally or legally adopted you as a grandchild, nor have the rest of my family adopted you as a niece or a cousin." He signed the letter "Warren."
 
His 2006 annual salary was about $100,000, which is small compared to senior executive remuneration in comparable companies In 2007 and 2008, he earned a total compensation of $175,000, which included a base salary of just $100,000.He lives in the same house in the central Dundee neighborhood of Omaha that he bought in 1958 for $31,500, today valued at around $700,000 (although he also owns a $4 million house in Laguna Beach, California). In 1989 after having spent nearly 6.7 million dollars of Berkshire's funds on a private jet, Buffett sheepishly named it "The Indefensible". This act was a break from his past condemnation of extravagant purchases by other CEOs and his history of using more public transportation.

He remains an avid player of bridge, which he learned from Sharon Osberg, and plays with her and Bill Gates.[72] He spends twelve hours a week playing the game. In 2006, he sponsored a bridge match for the Buffett Cup. Modeled on the Ryder Cup in golf, held immediately before it, and in the same city, a team of twelve bridge players from the United States took on twelve Europeans in the event. He is a dedicated, lifelong follower of Nebraska football, and attends as many games as his schedule permits. He supported the hire of Bo Pelini following the 2007 season stating, "It was getting kind of desperate around here". He watched the 2009 game against Oklahoma from the Nebraska sideline after being named an honorary assistant coach.

Warren Buffett worked with Christopher Webber on an animated series with chief Andy Heyward, of DiC Entertainment, and then A Squared Entertainment. The series features Buffett and Munger, and teaches children healthy financial habits for life. Buffett was raised Presbyterian but has since described himself as agnostic.In December 2006 it was reported that Buffett does not carry a cell phone, does not have a computer at his desk, and drives his own automobile, a Cadillac DTS.Buffett wears tailor-made suits from the Chinese label Trands; earlier he wore Ermenegildo Zegna.

Lineage

Buffett's DNA report revealed that his paternal ancestors hail from northern Scandinavia, while his maternal ancestors most likely have roots in Iberia or Estonia.

Recognition

In 1999, Buffett was named the top money manager of the Twentieth Century in a survey by the Carson Group, ahead of Peter Lynch and John Templeton.In 2007, he was listed among Time's 100 Most Influential People in the world.In 2011, President Barack Obama awarded him the Presidential Medal of Freedom.[85] Most recently, Buffett, along with Bill Gates, was named the most influential global thinker in Foreign Policy's 2010 report.

Politics

In addition to other political contributions over the years, Buffett has formally endorsed and made campaign contributions to Barack Obama's presidential campaign. On July 2, 2008, Buffett attended a $28,500 per plate fundraiser for Obama's campaign in Chicago hosted by Obama's National Finance Chair, Penny Pritzker and her husband, as well as Obama advisor Valerie Jarrett.

Buffett backed Obama for president, and intimated that John McCain's views on social justice were so far from his own that McCain would need a "lobotomy" for Buffett to change his endorsement. During the second 2008 U.S. presidential debate, candidates John McCain and Barack Obama, after being asked first by presidential debate mediator Tom Brokaw, both mentioned Buffett as a possible future Secretary of the Treasury. Later, in the third and final presidential debate, Obama mentioned Buffett as a potential economic advisor. Buffett was also finance advisor to California Republican Governor Arnold Schwarzenegger during his 2003 election campaign 

Buffett invested in PetroChina Company Limited and in a rare move, posted a commentary on Berkshire Hathaway's website stating why he would not divest from the company despite calls from some activists to do so, due to its connection with the Sudanese civil war that caused Harvard to divest from the company in 2005. He did, however, sell this stake soon afterwards, sparing him the billions of dollars he would have lost had he held on to the company in the midst of the steep drop in oil prices beginning in the summer of 2008.

In October 2008, Buffett invested in new energy automobile business by paying $230 million for 10% of BYD Company (SEHK1211), which runs a subsidiary of electric automobile manufacturer BYD Auto. In less than one year, the investment has reaped him over 500% return of profit.

Tobacco

During the RJR Nabisco, Inc. hostile takeover fight in 1987, Buffett was quoted as telling John Gutfreund:
I’ll tell you why I like the cigarette business. It costs a penny to make. Sell it for a dollar. It’s addictive. And there’s fantastic brand loyalty.
—Buffett, quoted in Barbarians at the Gate: The Fall of RJR Nabisco
Speaking at Berkshire Hathaway Inc.'s 1994 annual meeting, Buffett said investments in tobacco are:
fraught with questions that relate to societal attitudes and those of the present administration. I would not like to have a significant percentage of my net worth invested in tobacco businesses. The economy of the business may be fine, but that doesn't mean it has a bright future.
—Buffett, Berkshire Hathaway annual meeting (1994)

Coal

In 2007, Buffett's PacifiCorp, a subsidiary of his MidAmerican Energy Company, canceled six proposed coal-fired power plants. These included Utah's Intermountain Power Project Unit 3, Jim Bridger Unit 5, and four proposed plants previously included in PacifiCorp's Integrated Resource Plan. The cancellations came in the wake of pressure from regulators and citizen groups, including a petition drive organized by Salt Lake City commercial real estate broker Alexander Lofft and directed at Buffett personally. 

The 1,600 petitioners, who described themselves in a letter to Buffett as "a collection of citizens, business owners and managers, service professionals, public servants, and organization representatives ... your friends and new customers here in Utah," explained that, in their view, any further expansion of coal generation in Utah would "compromise our health, obscure our viewsheds, shrink and contaminate our watersheds, and thin out our most beloved snow pack," concluding that "our attractiveness as a place to live and work is also threatened, and so is our economic competitiveness as a major metro area and a state, compromising our recent gains in income and property values".

Expensing of stock options

He has been a strong proponent of stock option expensing on the Income Statement. At the 2004 annual meeting, he lambasted a bill before the United States Congress that would consider only some company-issued stock options compensation as an expense, likening the bill to one that was almost passed by the Indiana House of Representatives to change the value of Pi from 3.14159 to 3.2 through legislative fiat.
When a company gives something of value to its employees in return for their services, it is clearly a compensation expense. And if expenses don't belong in the earnings statement, where in the world do they belong?

Klamath river

American Indian tribes and salmon fishermen sought to win support from Warren Buffett for a proposal to remove four hydroelectric dams from the Klamath River. He had David Sokol respond that the FERC would decide the question.

Monday 14 November 2011

A Drug Of Your Own



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In May 2001 a 33-year-old scientist named Fredrick Van Goor showed up for his first day of work at a biotechnology company that had just been sold to a rival. His boss asked him if he knew anything about the genetic cause of cystic fibrosis, the deadly lung disease. He didn't, but the prospect of creating a cure intrigued him. "Just say 'yes,' and figure it out later," he told himself.


Van Goor's chutzpah led him on a decade-long quest involving dozens of scientists that resulted in the first drug to treat the disease at its genetic root. It could be approved early next year and is expected to generate hundreds of millions of dollars in annual sales for Van Goor's employer, Vertex Pharmaceuticals. Unlike other drugs, which mainly seem to slow decline from the fatal disease, which fills breathing passages with thick mucus, Vertex's VX-770 boosted patients' lung function 10%--and then preserved it for a whole year in clinical trials. An editorial in the New England Journal of Medicine hailed it as "a milestone."


But there's a catch or, actually, several of them. VX-770 works only for patients whose CF is caused by a very specific genetic mutation--meaning that it will work for only about 1,200 of the 30,000 kids and adults with CF (few patients survive their 40s, even today). Van Goor has helped invent a second drug that, when given in combination with VX-770, might allow it to help more people, but early clinical tests have been disappointing. And then there is cost: Wall Street analysts expect Vertex to charge $200,000 or more to treat one patient for a year. Vertex says no one will go without.
These are the stalking horses of personalized medicine, not only in rare diseases like cystic fibrosis but also in cancer, and maybe in heart disease and diabetes, too. A new age of medicines will work very well in a select few. But many disease sufferers may need several new drugs at once to have an effect--and, unlike older combination drugs, some of these medicines may work only as combinations, not by themselves. That scares the FDA and drug companies both. But pharmaceutical firms have shown new willingness to develop drugs for very rare diseases partly because they have found they can charge a small fortune for the ones that work. Van Goor is the first to admit these problems have yet to be worked out.
"This really is going to be one of the models of how do you do personalized medicine, using the science, using the genetics to develop drugs based on specific mutations in genes," he says. "And how do you have discussions with regulators? Can we still view the way we approve drugs the same way? I think VX-770 and the cystic fibrosis community will drive those discussions."
Cystic fibrosis was first described in 1938 in a child whose pancreas, intestines and lungs were all malfunctioning. In 1952 doctors learned that CF patients could be identified by their sweat, which was particularly salty. But what was causing all those symptoms? Defects in a single gene.
When scientists discovered the gene in 1989, the New York Times trumpeted that "the prospects for saving the lives of people with cystic fibrosis have been greatly enhanced." But treatments turned out to be far harder to find than anyone expected.
The Cystic Fibrosis Foundation wanted to pay for the development of drugs to fix the defect. A half-dozen drug companies it approached wanted no part in it because the market was too small and the goal was too hard. A small biotech called Aurora Biosciences--the company that was bought by Vertex--was interested, partly because the CF Foundation promised to keep funding the research. And despite his brashness, it was an ideal project for Fred Van Goor. The protein the CF gene makes, called the cystic fibrosis transmembrane conductance regulator, or CFTR, is what is known as an ion channel, and Van Goor had done his Ph.D. on the role ion channels play in goldfish reproduction, spending another five years at the National Institutes of Health studying their role in the human endocrine system.
Ion channels are the body's way of moving particles like salt and other ions into and out of cells--making body parts moist or dry, for instance. The lack of functioning CFTR proteins on the surface of cells throughout the body is what causes cystic fibrosis by thickening mucus in the lungs, pancreas and intestines.
Van Goor believed that the best way to treat the disease would be to fix these broken cell doorways. The problem was that there are 1,800 different mutations of the CFTR gene; get any one from each parent and a person will have CF. Most of these prevent CFTR proteins from even getting to the surface of a cell. But one, called G551D, results in cells covered with CFTR that doesn't work. For instance, the hairlike cilia that keep the lungs clean in healthy people are immobilized in these patients. Van Goor developed a way to test potential drugs on lung cells from one G551D patient. Within weeks the cilia were moving like tall grass in the breeze.
For the 4% or so of patients who have the G551D mutation, this is a godsend. Roe Van Epps, 41, lived a life of seclusion and coughing; she worked at home to avoid catching germs. Since entering a clinical trial of VX-770, she says, she barely coughs: "One minute you're thinking I might not live until next year, and the next you're not even coughing anymore." But how can we get that benefit for the other 96% of CF patients? Van Goor has tried a second drug that will get more CFTR protein to the cell surface for VX-770 to fix. But early results from a clinical trial were somewhat disappointing and caused Vertex shares to fall 10%. Van Goor thinks the approach will work but agrees the jury is still out.


Mark Schoenebaum, an analyst at investment advisor ISI Group, expects that if the combo approach doesn't work, Vertex will price VX-770 at $250,000 per patient per year and see sales eventually reach $500 million. If the combo does work, the price will be $200,000, but sales could reach $1.5 billion. And that raises difficult questions for a nation already straining to pay for health costs. Francis Collins, who discovered the CF gene and now heads the National Institutes of Health, has said that 30 million Americans have rare diseases. The cost for treating all of them with $200,000 drugs? Six trillion dollars--seven times more than is spent on drugs in the U.S. in a year.





Thursday 10 November 2011

HOW TO FIND A MENTOR.


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It pays to have a helping hand to get ahead in the workplace whether
you’re transitioning to the nonprofit world from the for-profit one, or switching into a whole new field. Most of us can benefit from having a mentor or sponsor at our back to teach, promote and encourage us.

study published earlier this year by economist Sylvia Ann Hewlett found that both men and women who have a sponsor behind them are more likely to ask their boss for a “stretch” assignment and are more likely to ask for raises than those without one.

But landing the right person to have in your corner isn’t always easy. Here  are twelve steps  to find a mentor.

1. Ask yourself what you want in a mentor or sponsor. Is it an expert who can help with a specific business challenge—asking for a raise, say, or ways to spiff up your image with the proper dress for success attire? Do you want someone inside your workplace who has the inside track to be an advocate for your project or promotion, or someone who can act as a more general sounding board and big-picture guide?

2. Check your employer’s human resources department to see if they have a mentoring program. Many big corporations– General MillsIntel, Ernst & Young, Proctor & Gamble, American Express, Cisco, Citi, Deloitte, Intel, Morgan Stanley and Time Warner offer sponsorship and mentoring programs. Entrepreneurs might tap into industry associations or SCORE.org, a nonprofit association and resource partner with the U.S. Small Business Administration (SBA).

3. Look outside the office. Mentoring doesn’t have to be a “business” relationship. You can find mentors outside the workplace from associations you belong to, activities you’re involved in, neighbors, and relatives.

4. Do an Advanced People Search on LinkedIn. You might search for someone from your alma mater. College ties do bind. You type in a title and your university, for example, current vice presidents of marketing and attended Duke University. You can focus the search on your zip code or town, so you can connect with someone nearby.


5 Consider a mentor younger than you. 50-plus workers might want to tap someone who may be junior in age, but can offer more experience and guidance when it comes to new fields and areas like technology where they might not be quite as fluent.



6. Practice your “Why Me” speech. This is a sales job. Landing a sponsor calls for self-promotion. You must toot your own horn, aka, your accomplishments to get a higher-ups attention. They aren’t going to back someone who doesn’t have the potential to be a winner and make them look good. Skip the modest approach.

7. Steer clear of the formal request. The “Will you be my mentor?” invitation can be stiff and off-putting. Sounds like way too much work and responsibility. This is an inner endeavor. The main reason most mentors and sponsors say they take the time to counsel and help is the intangible satisfaction they get in paying it forward. Start by simply asking for advice on one action or problem.

8. Show them how to help. If you truly have a pressing need, take the plunge and make a specific request when you want someone to speak up on your behalf. Most people don’t know where to start to help you.


9. Make it fun. When asking, don’t make it sound like work. Exude a sense of excitement, smile, and laugh a little. Mentorship and sponsorship is an energy-boosting opportunity for both of you, and it often turns into a friendship. Find ways to meet regularly, even without an urgent agenda. Nurture the relationship.


10. Do something for them. Show your gratitude. Make the relationship reciprocal by serving as a source of information and support for your mentor in some way. It’s the proverbial two-way street.



11. Be a mentor. This will give you a better idea of how to work with a mentor yourself. Even if you are at the bottom of your hierarchy at work, you might find mentees through alumni associations or non-profits where you volunteer. 



12. Listen. Whether you are the mentor or mentee, you can cultivate the relationship by asking questions and sincerely listening to the answers. Sometimes a mentor’s most important input is to give practical feedback. Resist the knee-jerk urge to respond defensively.