Mentoring   Future Leaders

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Mentoring Future Leaders 1. A mentee who tends to make good use of mentoring opportunities, is a person who: • Is willing and able to learn and to grow • Is receptive to reinforcing and corrective feedback • Has an internal locus of control – who believes “if it’s going to be,  it’s up to me” • Takes initiative to schedule sessions and put real issues on the agenda • Has realistic expectations about what the relationship can and   can’t do • Is willing to challenge and to be challenged • Approaches the relationship with an open mind • Interacts with others in a respectful way • Can enjoy the lighter moments/has a sense of humour • Does his/her part to get the maximum benefit from the relationship and to ensure a good return on the mentoring investment (results). 2. Why do you think someone might be hesitant to make use of an opportunity to be mentored? Prospective protégé’s might • Fear that others might think they can’t cope - want to be seen as independent and self-sufficient. • Not trust that the mentor has his/her best interest at heart. • Doubt the credibility of a prospective mentor – what does he/she they have to offer? 3. What could disqualify someone from being mentored? Protégés’ Fears, Anxieties and Concerns … Some protégés might be nervous and apprehensive about getting mentored. Acknowledge it and deal with it in a sensitive manner. Gareth Lewis highlights the following four fears: © Learning Link International  April 2005 Module 2 - Focus on Mentors and (2000, pp137-138) Mentees Page !1
Mentoring Future Leaders 1. Fear of the unknown, or just nervousness or “butterflies in the stomach”. Slight discomfort will soon pass as participants become more at ease. 2. Fear of scrutiny. “Learners may well come into a situation or relationship thinking that their deeper selves, their performance and their personality may be put under the microscope, the focus of discussions may well reach some fairly deep levels for learners quite quickly. They will be receiving feedback on their behaviour, how they are perceived by others, and their motives, values and capabilities may well be exposed. In order to cope with this, they will need a high level of trust and reassurance that they will be treated respectfully and sensitively. It is often important for learners that they are not judged harshly – in fact a heavy judgemental approach is rarely helpful or appreciated.” 3. Fear of failure. Most people might wonder, “will I make it?” This needs to be confronted with a great deal of sensitivity. 4. Fears about the relationship. The protégé (and mentor) will wonder how the relationship will work out. This is a normal reaction to new circumstances. Think about the last time you started a new job, and the thoughts you had just before you met your new boss, or colleagues or team. To deal with fears, Lewis suggests the following strategy: • Anticipate fears • Check / verify / probe about concerns • Acknowledge / legitimise the fears • Adjust approach accordingly • Reassure © Learning Link International  April 2005 Module 2 - Focus on Mentors and Mentees Page !1
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Mentoring   Future Leaders