Mentoring   Future Leaders

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Mentoring Future Leaders © Learning Link International  April 2005 A Business Case for Mentoring The business reasons for mentoring are, to: • Retain key staff*. • Overcome institutional barriers to progress for disadvantaged groups. • Build bridges between parts of the organisation. • Support a culture change, especially after mergers or restructuring. • Support a competency or skills development programme. • Optimise the development of talent. There is a Heightened Need for Mentoring … (Clutterbuck 2001, pp 63) • During times of rapid change, e.g. in knowledge, skills and thinking, or moving from a specialist to a management position. • In times of personal crises such as death, divorce or retrenchment. • With increased responsibilities, e.g. launching a new product or starting a new company. • In the case of health- or stress-related issues. Discussion: What are the reasons for your company to get involved in this initiative? • The cost of staff turnover is estimated at 1.5 to 2.5 times the incumbent’s annual salary. Module 1 - Introduction to Mentoring Page ! 1
Mentoring Future Leaders © Learning Link International  April 2005 Traditional Versus   Mentoring-Based Organisations Waar pas die Kerk in? Traditional Organisatio ns Hierarchical Decentralised Top-down management Empowered staff Command-and-control Collaborative Rigid and inflexible Innovative Learning is stifled Learning is encouraged Risk-averse Entrepreneurial Mentoring-  based Organisations Annual performance appraisals Ongoing performance assessments Training via courses Development via coaching & mentoring Resists change Responds quickly to change Little loyalty in staff Committed and loyal staff Loses best people Attracts and keeps quality people (Source: Bolt, 2000, p.9) Tick (√) the items that reflect your organisation. Is the soil fertile for coaching/mentoring? Why? Why not? How can you “fertilise” it? Module 1 - Introduction to Mentoring Page ! 1
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Mentoring   Future Leaders