Mentoring Future Leaders

Mentoring Future Leaders
David Clutterbuck’s Version of Structure
and Process
• A relationship of trust, friendship and intimacy is cultivated.
• The mentee’s increased clarity of purpose and identity enhances his/her
self-esteem.
• The mentor helps the protégé to get connected in the organisation and
business world.
• The mentor suggests learning opportunities such as project work and
recommended reading.
• Progress is monitored continually and the new learning gets reinforced.
• The relationship is safe enough to explore sensitive and difficult issues.
Challenge, probing and analysis shift the protégé’s paradigms.
• A recurring pattern starts to form, which creates a safe space for the
mentee to explore options.
• Listening and probing for feelings create “Personal Reflective Space”.
(See previous module’s appendices.)
• Once there is common understanding, one can start to challenge, probe
and analyse, to find alternative ways of thinking and doing.
• The protégé commits to activate the most appropriate lever for change.
• The protégé summarises his/her commitment to take action by a certain
date. Should the issue not be completely resolved, he/she is welcome
to return for further exploration.
Application:
Work in groups of three. Person A tables a problem situation that he/she
has/had to cope with. Person B uses model 1 (Appendix C) to mentor
person A and person C observes, gives feedback and mentors person B.
Rotate roles until different models (also in the appendices) have been tried
out and decide on one, or a combination, that works best for you.
Notes:
© Learning Link International
April 2005
Module 5 - The Mentoring Process Page ! 1