Mentoring   Future Leaders

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Mentoring Future Leaders Take a Look Into the Crystal Ball … 1. How do you see the roles of mentors and coaches five years from now? What is your dream for the evolving profession? 2. To what extent will mentoring and coaching become the primary vehicle to transfer learning? Motivate your viewpoint. 3. Will peer mentoring and team mentoring move into the mainstream of mentoring and coaching in the next few years? 4. What will the future roles of internal and external coaches and mentors be? 5. Should each employee have a budget for his/her own development, what percentage do you expect they would spend on coaches and mentors? 6. Would you pay for the service of a mentor? Why/Why not? 7. Will coaching and mentoring relationships last longer than employment relationships? For how long? Motivate your views. © Learning Link International  April 2005 Module 5 - The Mentoring Process Page ! 1
Mentoring Future Leaders Appendix A: Option 1: Guidelines for Getting Started © Learning Link International  April 2005 (Source: Gareth Lewis, Mentoring Manager, 2000, pp.159-168) 1. Prepare yourself by taking stock • Do you have the will, the skill and the time to mentor? • Is the time you have during work or after work? • Does the time come in one-hour slots? • What about time on the phone? • What is in it for you to get involved? • What are the consequences if you don’t? 2. Get to know the mentee • Find out the bare minimum biographical information about the person, his/her job role, age and so on. A CV would be useful. • If you do know the person, find out at least one thing that you didn’t already know. • Did the person choose to come on the programme? • Did he/she choose you as a mentor? If not, and he/she knows you – is he/she happy with the assignment? • Why is the person seeking mentoring support? • What is expected? • How do both of you see the boundaries of the relationship? 3. Relating to the line manager The line manager should be informed and supportive of the relationship. • Who is the line manager of your mentee? Has he/she been consulted? Does he/she approve? • What does he/she know about the purpose of the mentoring relationship? • Can you arrange a tri-partite meeting to discuss the issues? • Will the person give the learner scope for development activities at work? • What do you think he/she wants to know – at the outset, or during the course of the relationship? • What should you share with the line manager and what not? • Discuss where your primary responsibility lie and what the rights of the mentee are. Application Module 5 - The Mentoring Process Page ! 1
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Mentoring   Future Leaders