"Learning is not attained by chance, it must be sought for with ardor and attended to with diligence". -Abigail Adams

The 1996 movie "Jerry Maguire" is one of Tom Cruise's more quote movies. Now while most interns are probably shouting "Show me the MONEY!" there is a more subtle phrase that has gone unnoticed. Jerry quotes his own mentor who told him that they key to the business was personal relationship. How has such a simple idea become such a program and a process?

Upon graduation interns look understand the Intern Development Program (IDP) to be a mentorship program. The reality of IDP however is more focused on completing a lost rather than its intentions of gaining quality experiences. The mentor is there, and the experiences are there, but there is a vast disconnect between the two.

John Maxwell is well known for his Five Levels of Leadership. While level five is reserved for a special leader than transcends an organization, most people aspire to level four, Personhood. At this level, "people follow you because of what you have done for them." 1 When a leader realizes the need to pass on their knowledge, an organization will grow and succeed more than any other.

They say that you remember 10% of what you hear but 95% of what you teach. If this is true, then instead of receiving AIA continuing education credits for sitting through luncheons, why not receive AIA credits for taking an intern to lunch to discuss that individual's personal growth? Recent IDP articles state that interns vary significantly with their experiences. This implies that the problem with IDP rests with the firm or mentor, not the intern. 2 Therefore the problem needs to be solved with the teacher, not the student.

"The growth and development of people is the highest calling of leadership" - John Maxwell

When an architect believes in an intern on a single task, it will do more for that intern in a say than a hundred IDP credits. It is an unfortunate reality that instead of encouragement we are dragged down rather than bringng a new energy and passion to them. Instead of losing ourselves in the architecture books at the bookstore, we now give them only a passing glance as we go to study for our tests.

IDP in itself is not bad. In fact (when used appropriately), it is quite effective in giving an intern a broad range of experiences. The problem lies in the quality and meaningfulness of these experiences.

Mentorship is not a new concept…

"And the things you have heard me say the presence of many witnesses entrust to reliable men who will also be qualified to teach others." 3 - 2 Timothy 2:2

Mentorship is two-fold. It is the passing along of knowledge and experiences, as well as the training of the individual to train others. When an architect believes in an intern, it is a great thing. When an architect entrusts an intern to pass on an architectural experience to another, it transcends the IDP process and has given that individual a gift to share.

If the problems facing IDP are passion, purpose, and relevance, then the problem is not with the intern that holds these qualities. It is with those entrusted to inspire and lead us.

1 Maxwell, John C. Developing the Leader Within You. Thomas Nelson, Inc. Tenessee, 1993, 10.
2 Quinn, Beth A. Building a Profession: A Sociological Analysis of the Intern Development Program, Journal of Architectural Education, Montana, 2003, 45.
3 The Bible, New International Version. 2 Timothy 2:2