As the subcontracting and mentor-protégé program manager for the Army Office of Small Business Programs, I participate on the Army’s Services Strategy Panel (ASSP) and Strategic Sourcing Panel to facilitate more small business opportunities. I’ve been working with small businesses for over 15 years and manage 15 active mentor-protégé relationships valued at over $11 million.

At the recent GTSC mentor-protégé session, I was asked what qualities define a successful protégé firm. After some thought, it really boils down to the following:

1. The protégé (and the mentor for that matter) must be truly committed to the program. Protégé companies must be willing to invest time, people and resources to make a relationship successful. There are no guarantees of revenue or success.

2. The protégé and their employees must have a vision for success. A company’s culture is very important to its success – when working with a mentor, all of the employees in the protégé firm need to understand clearly the goals, the benefit of the relationship, roles and responsibilities and a clear definition of “success.”

3. Communication. Nearly everyone I speak to touts the importance of communication for the success of a mentor protégé relationship. This goes many ways: mentor to protégé, protégé to mentor, mentor/protégé to client, protégé company to employees. Where there is no communication or explanation there is room for misunderstanding and even mischief. Communicate early, often and constantly.

4. Grow a thick skin. Part of the reason for the mentor-protégé relationship is for the protégé to learn. No company can do that if they are unwilling to accept criticism, reassess their own performance and learn new lessons. Sometimes these lessons come easily, often times they do not. Accepting criticism is a critical part of not only being a successful protégé but more importantly getting the most out of the program.