Mentoring   Future Leaders

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Mentoring Future Leaders © Learning Link International  April 2005 Option 3: Setting Objectives • Familiarise yourself with the mentoring programme objectives • Decide on specific objectives based on the mentee’s: - Strengths and weaknesses - Long-term goals - Current challenges: * business * job * relationships - Experience, skills and competencies that are lacking - Networks needed for progress - Formal studies and career goals • Set networking objectives Identify and plan how to introduce the mentee to the informal network in the organisation: - decide which other departments the protégé needs to visit to understand the bigger picture and different career paths - discuss how the mentee can enhance his/her visibility, both inside and outside the organisation • List and prioritise goals and objectives, and decide on a time scale. Note: Presented and real issues might be different. Therefore objectives need to be renegotiated as the process unfolds. • Decide how to monitor that the process remains on track. • If both parties feel after 1 – 3 sessions that the relationship is not working, terminate it in a good spirit. In Clutterbuck’s experience, it is not important to have a signed and sealed contract. The main issue is that mentor and mentee should have a common understanding of the objectives, the do’s and don’ts and how they will operate. (2001, p.96) “It’s a funny thing about life; if you refuse to accept anything but the best, you very often get it.” (Somerset Maugham) Module 5 - The Mentoring Process Page ! 1
Mentoring Future Leaders Option 4: Facilitating a “Best Fit” Position It is important to realise that for sustainability of effort, achievement and motivation, it is essential that there is an optimal fit between the mentee,, the organisation and the specific job demands that face the mentee on a day to day basis. © Learning Link International  April 2005 A. Individual Best fit C. Job demands Module 5 - The Mentoring Process Page ! 1
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Mentoring   Future Leaders