Mentoring   Future Leaders

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Mentoring Future Leaders Weekly scheduling 1. List your weekly goals. Be sure they can be done in a week’s time. 2. Tick off, or draw a line through items when completed. 3. Add additional items as necessary throughout the week. Weekly debriefing Ask yourself what you actually achieved, even if you didn’t initially have it on your list. Follow the daily debriefing procedure for transferring incomplete items. Daily overview Every day, read: • List of weekly achievements • List of domains of concern Daily scheduling 1. List activities and appointments for the day. 2. List actions required to complete weekly objectives. 3. Assign times to all activities. 4. Tick off or draw a line through the items completed. 5. Add items as necessary throughout the day. Daily debriefing Transfer items to the future if necessary. After transferring any item three times, drop it from your activities list unless it is of vital importance. If vital, ask for support in completing the item. © Learning Link International  April 2005 Module 5 - The Mentoring Process Page ! 1
Mentoring Future Leaders Designing Practices “Practices naturally flow from self-observation. A practice is a behaviour that we do again and again with the intention of improving a quality or competence. In order to improve, we must be able to observe whether or not we are doing the behaviour competently and correct accordingly. Self-observation then becomes part of every practice that we do. … A practice fades into the background when a person has done it enough times to be able to competently perform the action effortlessly and seamlessly.” (Flaherty , 1999, p. 173). Method 3: Working With Meaning Structures What we achieve in life is the result of certain behaviours and those behaviours again are the result of how we interpret ourselves and the world at any given moment. This personal or subjective “interpretation” can be called a meaning structure, a term that is used by Nancy Dixon in her book, The Organizational Learning Cycle. Let’s consider Nancy’s behavioural model: A Behavioural Model for Mentoring ! Client’s Experience Client’s ”Reality” Mentor’s  © Learning Link International  April 2005 Observation Module 5 - The Mentoring Process Explicit Meaning Structures Page 1
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Mentoring   Future Leaders