Mentoring Future Leaders

Mentoring Future Leaders
• A balance between structure and purpose on the one hand, and
informality on the other, works well.
• The mentee needs to be the driving force in the relationship.
• Mentoring is a “whole-life” process.
• The mentor stands to gain as much as the mentee from a
successful relationship.
• Reappraisal of the relationship at intervals is important and may
focus everybody’s mind on the objectives and benefits.
• Mentoring should form part of organisational development.
• Top management commitment and modelling is crucial.
• The business – not HR – should own the scheme.
• Mentoring should not stand alone. It should be integrated with other
organisational processes, e.g. equity or performance management.
• Start with a scheme of modest scope and let it grow organically.
• Don’t assume everybody wants to be or have a coach or mentor.
• Mentoring is not a panacea – some problems need different
solutions.
• Like any other new initiative, mentoring need a credible and wise
champion to make it work.
© Learning Link International
April 2005
“Everything you say, and do,
as well as everything you fail to say will
communicate a message. You cannot NOT influence
people!”
(Jack Mackey)
Module 5 - The Mentoring Process Page ! 1