Objectives Meeting 1 to 3: Deliverables
Our mentoring relationship is voluntary
Mentor can teach, not just do
Mentor and mentee are accountable for their participation
Mentoring is a partnership and a formal long term relationship
Responsibility of confidentiality, trust and respect
1. What is it that you really want to be and do?
2. What are you doing really well that is helping you get there?
3. What are you not doing well that is preventing you from getting there?
4. What will you do different tomorrow to meet those challenges?
5. How can the mentor help / where do you need the most help?
Resources Meeting 4 to 8: Deliverables
Identify your needs and wants
Invigorate to consider new approaches and
other ways that could be useful for you
and your organisation
Innovate by developing creative solutions
with your team
Integrate your goals with your team
Implement an agreed course of actions and
monitor progress to a successful
Self-discovery and unleashing as yet unrealised potential:
•Uncover your leadership skills
•Stay connected to your vision so you can easily walk the path to success –
in leadership, in your business, in your community, personally and
•Achieve team synergy
•Discover and understand “Emotional Intelligence”
•Manage cultural/organisational/workplace diversity
•Develop long-term career and personal goals for work/life balance
•Identify stress factors and develop appropriate stress management
•Identify a range of ongoing professional/personal development options
•Meeting 9 & 10: Deliverables
•Taylor made closing sessions
•Networking incl. one on one’s with 2 renown Board Members
• Create a “gift culture”
• Start with specific work needs
• Make it two-way
Results and Targets Goals
• At all times the mentor must listen with intent to understand rather
• The mentor should always be there for the mentee: one – on – one,
phone and email.
• Secure that all important human feeling of well being.
• Mastering and embracing change
• Thinking like an entrepreneur
• Managing your own career
• Promoting yourself
• Lifelong learning and wisdom
Proposed Initiatives - Timelines
Aug + Sept
1 + 1
Mar + Apr
1 + 1
Jun + Jul + Sept + Oct + Dec
1 + 1 + 1 + 1 Meetings
Design Pre Mentoring
Install Core Mentoring
Testing Monitor and adjust
Monitor and adjust Reporting and Follow through
Co - Network ShareEmotional Intelligence
Network DevelopmentCognitive power
Install TestingDesign Monitor and adjust Control
• The dynamics between and the
specific role of the CEO and
• Identifying success factors of the
presidency concerning group
improvements and working out
the process for improvement.
• Describing the government
culture that suits best the profile
of the mentee.
• Non executive and independent
Board membership analysis.
• Net work meetings to cross
check board functioning
• GRC awareness and mitigation.
• Target, personality and
• The analysis of the functioning
of the board and the different
• The importance of good
governance by setting goals and
evaluating its functioning.
• The personal development plan
of the mentee.
• The experience to date of the
mentee as president of the
• Workload, experience and
current skills analysis.
• Positioning the mentor as a
mirror to the mentee.
• Self assessment, re-profiling
and amended CV.
• Defining the skills of the
mentee to become a successful
CEO and MoB + addressing
• The roll of ethics and social
responsibility of executives in
our changing environment.
• Progressing and converting
mentee to mentor.
• Entrepreneurial finishing
• Identifying the best place in
the social and business
environment for the next step.
• Good governance activist and
skillful network development.
Establish a relaxed, yet business like atmosphere
Gain consensus on the purpose of the meeting
Explore the issues from the mentee’s
Draw on own
for action /
Outline agenda for next meeting
Conducting the mentoring meeting
A patient listener and eagle-eyed
Gives advice without dictating actions
Encourages independence yet offers support
Offers constructive criticism as well as
Open and honest
A good role model through actions and
Willing to spend time, reach out, and share
An effective intermediary
Willing to be mentored
Strives to give his/her best at all times
Accepts criticism graciously
Learns from mistakes
Has courage to try new things
Open and honest
Respectful and grateful
Listens, watches, learns, grows
Satisfaction in knowing you had an impact
on someone’s professional and personal
Develop leadership skills and build confidence
A link with“the younger generation”
Get a fresh perspective from your mentee
Help develop your professional network
Receive recognition from peers and
Have an ally to help you through many
Benefit from another persons experiences
Opens networks that would otherwise be
Life-long help with career advancement
Practice for being a good mentor
My way of “Mentoring” desires to affect higher
rates of stability and satisfaction in a changing
business landscape that calls my mentee into
new collaborative relationships and new
systems of delivery.
Mentoring is an effort to integrate the formation
dimensions of Spiritual development, Business
development, Intellectual development, and
Human development as the mentee moves
into a new phase of her life.