Mentoring   Future Leaders

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Mentoring Future Leaders © Learning Link International  April 2005 Step 6 : Evaluate, Redefine or   Terminate the Relationship It is essential to assess the relationship from time to time as well as the benefits and the continued need for mentoring. It is suggested that assessments be done once every six meetings. Some mentors do it once a year, as one of the   respondents in Clutterbuck’s study indicated: “At the end of the year each of us, separately, evaluated the period. I did this in writing. I was not given a form and this was not imposed but I wanted to reflect on the year and I thought that writing was the best way to do so. So I wrote down what I thought the relationship had given me, whether it met my expectations, and if so, whether this person would be able to help me in what I hoped to achieve, or in the programme I had set myself for the following year.” (2000, p.161) An initial fixed period provides both parties the opportunity to terminate the relationship without having to explain too much. But some relationships become deeper and stronger as time goes by, such as Julie Essex in Clutterbuck’s study explains: “You get the greatest benefit from a long-term relationship because this becomes increasingly effective as you do not have to keep reexplaining things.” (2000, p.161) Being more of an introvert, it takes her a long time to open up on emotional issues. She feels safe enough in the relationship to show her vulnerability and get emotional issues off her chest. Module 5 - The Mentoring Process Page ! 1
Mentoring Future Leaders April 2005 Mentoring Challenges ?? ?? (Gareth Lewis,2000) Newly trained mentors might experience the following challenges: 1. How do I show I am interested? • Listen more and talk less. • Ask open questions. • Watch for body language clues. Acknowledge and respond appropriately. • Talk about protégés – their interests and problems. • Show sensitivity. • Don’t rush - slow down. • Be flexible – don’t just stick to business issues. 2. How do I deal with a failing or unproductive relationship? • Check how the protégé feels about it. • Reflect on and record your own doubts. • Describe the problems in a detailed and specific way. • Get input from another mentor. • Plan for improvement or recovery, and then monitor that it happens. • If it doesn’t work out, terminate the relationship and part in peace. 3. How do I make sure the process meets the protégés’ needs? © Learning • Establish Link International  the requirements of current job roles. Module 5 - The Mentoring Process Page ! 1
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Mentoring   Future Leaders