Sequence For Setting Up Positive Mentoring

(This involves the need to profile and analyse issues such as the mentee's employment preferences, competencies, personality, career stage, goals, ambitions, etc.)

1 Discuss the following job elements with the mentee

- the context of the job (purpose, mission, values, strategies, key result areas, performance objectives, etc.)

- the performance parameters of the job itself

- discuss the specific development needs of the mentee (keeping in mind his/her personal/professional goals, his/her set of values, his/her strengths and weaknesses, his/her expectations from the mentoring, etc)

- set and detail specific performance requirements

- agree on an area of development focus

2 Prompt the mentee to visualize success in a difficult performance parameter of the job

- ask the mentee to imagine a scenario in which the success has been realized and describe that scenario in some detail

- ask the mentee to detail actions he or she took to achieve the positive outcome

- discuss any challenging aspects of the actions suggested by the mentee

- agree on first steps that need to be taken by the mentee

3 Review progress with the mentee

- generate feedback on what has been achieved, ie what the mentor observed; what the mentee experienced; what others saw, etc

- talk through issues that arose during the actions taken by the mentee

- draw out the learning that the mentee has gained from the experience to date

- ask the mentee to consider what else needs to happen

- if necessary, create specific learning opportunities that will assist the mentee to take any action that arises from this process

- if necessary, provide support to the mentee

4 Review performance upon completion

- agree on what happened and what was achieved

- provide observational feedback and seek reflective feedback from the mentee

- seek third party feedback

- discuss how the performance challenge could be tackled differently

- ask the mentee to identify specific learning achieved through the actions taken

- ask the mentee to nominate the development needs made apparent through the actions taken

An example of good mentoring

. This involves the pairing of innovators with carefully selected mentors who are continually educating an innovator about the problems he/she is most likely to encounter and the interactions he/she is most likely to have. Mentoring is a perfect supplement to the innovator's natural mixture of intuition and curiosity.

Furthermore, the protege can test new ideas and assumptions with an experienced executive before introducing them to others in the organisation. The mentor will have a better understanding of the underlying agendas of other executives who need to be convinced.

 

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