The document provides guidance for implementing a mentoring program within a local committee of AIESEC. It outlines who should serve as mentors and mentees, how they should be matched, the responsibilities of mentors, mentees, and the program leader, how often they should meet, and the timeline for rolling out the program. The goal is to encourage retention of new members and help them develop professionally through one-on-one mentoring relationships between more experienced and new committee members.
Introducing a Volunteer Mentoring Program - Part IVolunteerMatch
When engaging volunteers it can be difficult to ensure that each volunteer receives the time, attention, and training that they need to be successful - this is where a volunteer mentoring program can help! Mentoring improves success in volunteer placement, increases recruiting and retention rates, engages seasoned volunteers and creates a sustainable practice for your organization. By encouraging a learning culture through mentoring, you can ensure that volunteers take an active role in spreading knowledge and best practices throughout their organization. In the first part of this two-part session, you'll learn how a mentoring program can benefit your volunteer engagement program and your organization, and some key steps and best practices for creating a mentoring program. Part II will cover building and managing a team of volunteer mentors. While it is strongly encouraged and extremely beneficial to attend both Part I and Part II of this series, attending both is not required.
The report on corporate mentorship reveals why most companies are failing to unlock the potential of their employees through mentorship. This report identifies where most companies are failing and provides insight on best practice to make mentorship better. The study was conducted across more than 50 leading North American companies
Presentation given by Ken Miller, CFRE at the 2019 Association of Fundraising Professionals conference held in Phoenix on Oct 3-5, 2019.
Come join us as we examine three areas of personal and professional growth for the emerging leader. In this workshop led by Ken Miller, CFRE we will examine the differences between mentorship, sponsorship and coaching for your continued life-long growth and learning. With break out moments, group work and partner work we will look at effective mentorship, sponsorship and coaching.
We will look at “what does it look like?”, “what is the role of the mentor, sponsor or coach” and most importantly what can I do to be most effective as the mentee, sponsee or coached? We will also learn how to find these individuals, making the “ask” for their assistance, building the relationship for success.
As a UX designer, Joe Bond is interested in using peer-to-peer mentorship as a primer for creating inclusive, active local design communities. He talks about his own experiences in creating communities to meet and learn from people that are solving meaningful problems in a variety of design disciplines and methodologies.
A digital mentorship is a digital mentoring program that is converted from physical meeting to virtual meeting on any online platform over the internet. Ashegar Digimentors (ADM) launched the digital mentorship program for the professionals and entrepreneurs, also give the opportunity to become an mentor.
Every company is unique, and so are its mentoring needs. Allow professionals with decades of experience, innovative e-mentoring software, and endless compassion and understanding to guide you in making the best choice.
At Management Mentors, we are those professionals. For over 25 years, we’ve been helping organizations implement successful corporate mentoring programs.
Contact us today to discuss your company's corporate mentoring needs. There's no obligation, nothing to lose. We look forward to hearing from you.
Introducing a Volunteer Mentoring Program - Part IVolunteerMatch
When engaging volunteers it can be difficult to ensure that each volunteer receives the time, attention, and training that they need to be successful - this is where a volunteer mentoring program can help! Mentoring improves success in volunteer placement, increases recruiting and retention rates, engages seasoned volunteers and creates a sustainable practice for your organization. By encouraging a learning culture through mentoring, you can ensure that volunteers take an active role in spreading knowledge and best practices throughout their organization. In the first part of this two-part session, you'll learn how a mentoring program can benefit your volunteer engagement program and your organization, and some key steps and best practices for creating a mentoring program. Part II will cover building and managing a team of volunteer mentors. While it is strongly encouraged and extremely beneficial to attend both Part I and Part II of this series, attending both is not required.
The report on corporate mentorship reveals why most companies are failing to unlock the potential of their employees through mentorship. This report identifies where most companies are failing and provides insight on best practice to make mentorship better. The study was conducted across more than 50 leading North American companies
Presentation given by Ken Miller, CFRE at the 2019 Association of Fundraising Professionals conference held in Phoenix on Oct 3-5, 2019.
Come join us as we examine three areas of personal and professional growth for the emerging leader. In this workshop led by Ken Miller, CFRE we will examine the differences between mentorship, sponsorship and coaching for your continued life-long growth and learning. With break out moments, group work and partner work we will look at effective mentorship, sponsorship and coaching.
We will look at “what does it look like?”, “what is the role of the mentor, sponsor or coach” and most importantly what can I do to be most effective as the mentee, sponsee or coached? We will also learn how to find these individuals, making the “ask” for their assistance, building the relationship for success.
As a UX designer, Joe Bond is interested in using peer-to-peer mentorship as a primer for creating inclusive, active local design communities. He talks about his own experiences in creating communities to meet and learn from people that are solving meaningful problems in a variety of design disciplines and methodologies.
A digital mentorship is a digital mentoring program that is converted from physical meeting to virtual meeting on any online platform over the internet. Ashegar Digimentors (ADM) launched the digital mentorship program for the professionals and entrepreneurs, also give the opportunity to become an mentor.
Every company is unique, and so are its mentoring needs. Allow professionals with decades of experience, innovative e-mentoring software, and endless compassion and understanding to guide you in making the best choice.
At Management Mentors, we are those professionals. For over 25 years, we’ve been helping organizations implement successful corporate mentoring programs.
Contact us today to discuss your company's corporate mentoring needs. There's no obligation, nothing to lose. We look forward to hearing from you.
Mentoring High Potentials and Managers - Daneal Charney - #TorontoHRTemboStatus
Daneal Charney of MaRS shares a framework for mentoring your high potentials and managers. A key part of this is peer to peer mentorship programs where everyone teaches and learns from each other.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
Practice Paper: Addressing FAQs About MentoringAnnie Lo
This practice paper was prepared by Mr. Stanley Chak to share his insights on mentoring. Mr. Chak holds an MBA (Henley Management College) and an MS in E-Commerce Management (The Hong Kong University of Science & Technology).
Mentors and Role Models - Best Practices in Many Cultures - Voices 2015Deanna Kosaraju
Mentors and Role Models - Best Practices in Many Cultures
Katy Dickinson, Founder, Mentoring Standard
Voices 2015 www.globaltechwomen.com
Wed March 11 8:30 PST
Wed March 11 11:30 EST
Wed March 11 15:30 UTC
Wed March 11 21:00 IST
Thu March 12 2:30 Sydney
Session Length: 1 Hour
Mentoring is a professional methodology with remarkably good payback. This talk will present how mentors, mentees, and their home organizations can make the most of this best practice, including how to start up and measure a mentoring program. Examples will come from successful corporate, governmental, and school-based mentoring programs in Brazil, China, India, the USA, Europe, Africa, and the Middle East. Program success in one Engineering company was measured at over 1,000% return on investment (ROI) with more than twice the normal promotions, 93% satisfaction, 88% mentors working remotely from mentees in 30 global sites, and 70% executive mentors. Many of the stories will come from the U.S. State Department's TechWomen mentoring program for STEM professional women. Since 2011, 250 mentors from 89 Silicon Valley companies have hosted TechWomen Emerging Leaders from the Middle East and Africa who then return to their home countries to be mentors and role models for girls and young women. Illustrations for the talk will come from sources including the "Notable Women in Computing Card Deck" Kickstarter project and the "TechWomen Emerging Leaders from the Middle East and Africa" project.
About Katy: Katy Dickinson designs and manages successful mentoring programs in the Americas, Africa, the Middle East, Europe, and Asia. She has held senior executive roles at Everwise, People to People, MentorCloud, Huawei, and Sun Microsystems. At Sun, she created and managed the global Engineering mentoring programs for ten years, after creating and managing the Sun Labs archiving system, the Software development life cycle process, and other large corporate infrastructure.
Katy Dickinson was the Process Architect for the first class of the U.S. State Department’s TechWomen mentoring program for the Middle East and Africa. She is an Accredited Mentor, University of the South - School of Theology, Education for Ministry program. Member of the Anita Borg Institute Advisory Board. Lecturer for the University of California at Berkeley Engineering class on entrepreneurship. Katy Dickinson was graduated from the University of California at Berkeley with high honors and distinction. She is an author, speaker, and popular blogger.
Creating a Comprehensive & Engaging Volunteer Training ProgramVolunteerMatch
What do you volunteers need to know to be successful? This webinar will start with the basics and help you understand how to determine what information you should be sharing with your volunteers, and how that can be used to create a curriculum. We’ll then discuss how to present this information in a variety of ways using different delivery methods that appeal to adult learners. Assessing what your volunteers have learned, and creating ongoing training and professional development training for your volunteers will also be covered.
Mentoring High Potentials and Managers - Daneal Charney - #TorontoHRTemboStatus
Daneal Charney of MaRS shares a framework for mentoring your high potentials and managers. A key part of this is peer to peer mentorship programs where everyone teaches and learns from each other.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
Practice Paper: Addressing FAQs About MentoringAnnie Lo
This practice paper was prepared by Mr. Stanley Chak to share his insights on mentoring. Mr. Chak holds an MBA (Henley Management College) and an MS in E-Commerce Management (The Hong Kong University of Science & Technology).
Mentors and Role Models - Best Practices in Many Cultures - Voices 2015Deanna Kosaraju
Mentors and Role Models - Best Practices in Many Cultures
Katy Dickinson, Founder, Mentoring Standard
Voices 2015 www.globaltechwomen.com
Wed March 11 8:30 PST
Wed March 11 11:30 EST
Wed March 11 15:30 UTC
Wed March 11 21:00 IST
Thu March 12 2:30 Sydney
Session Length: 1 Hour
Mentoring is a professional methodology with remarkably good payback. This talk will present how mentors, mentees, and their home organizations can make the most of this best practice, including how to start up and measure a mentoring program. Examples will come from successful corporate, governmental, and school-based mentoring programs in Brazil, China, India, the USA, Europe, Africa, and the Middle East. Program success in one Engineering company was measured at over 1,000% return on investment (ROI) with more than twice the normal promotions, 93% satisfaction, 88% mentors working remotely from mentees in 30 global sites, and 70% executive mentors. Many of the stories will come from the U.S. State Department's TechWomen mentoring program for STEM professional women. Since 2011, 250 mentors from 89 Silicon Valley companies have hosted TechWomen Emerging Leaders from the Middle East and Africa who then return to their home countries to be mentors and role models for girls and young women. Illustrations for the talk will come from sources including the "Notable Women in Computing Card Deck" Kickstarter project and the "TechWomen Emerging Leaders from the Middle East and Africa" project.
About Katy: Katy Dickinson designs and manages successful mentoring programs in the Americas, Africa, the Middle East, Europe, and Asia. She has held senior executive roles at Everwise, People to People, MentorCloud, Huawei, and Sun Microsystems. At Sun, she created and managed the global Engineering mentoring programs for ten years, after creating and managing the Sun Labs archiving system, the Software development life cycle process, and other large corporate infrastructure.
Katy Dickinson was the Process Architect for the first class of the U.S. State Department’s TechWomen mentoring program for the Middle East and Africa. She is an Accredited Mentor, University of the South - School of Theology, Education for Ministry program. Member of the Anita Borg Institute Advisory Board. Lecturer for the University of California at Berkeley Engineering class on entrepreneurship. Katy Dickinson was graduated from the University of California at Berkeley with high honors and distinction. She is an author, speaker, and popular blogger.
Creating a Comprehensive & Engaging Volunteer Training ProgramVolunteerMatch
What do you volunteers need to know to be successful? This webinar will start with the basics and help you understand how to determine what information you should be sharing with your volunteers, and how that can be used to create a curriculum. We’ll then discuss how to present this information in a variety of ways using different delivery methods that appeal to adult learners. Assessing what your volunteers have learned, and creating ongoing training and professional development training for your volunteers will also be covered.
Presentation delivered by Pablo Junco to the HOLA Community at Microsoft. The objective was to provide guidelines to people how want to become a mentor (or improve their skills as mentor.
HOLA stands for Hispanic & Latino Organization of Leaders in Action. HOLA provides professional development and networking opportunities for members and allies of the LatinX and Hispanic communities.
Mentoring is a one-to-one relationship to promote the professional and personal growth of a mentee. A mentor provides essential information, gives feedback, encourages, provides emotional support and promotes their mentee to others whenever possible.
Effective strategic mentoring can improve the development of high potentials and improve the global interoperability of your organization.
Strategic Mentor is one of the Learning Paths we offer within our One World Curriculum, which delivers thought leadership in Managerial, Global and Virtual Capabilities. We offer radical flexibility by utilizing virtual classrooms, e-learning, webcasts, apps, forums and other online tools, such as the Country Navigator.
Contact us today to find out more: enquiries@tmaworld.com
How to Create Mentoring Programs That Work | Webinar 05.26.15BizLibrary
So, you think a mentoring program might be a good idea? Or maybe you’ve started one, but it’s lost its steam? Most organizations don’t think of mentoring as a formal strategy. Here’s a question to consider, how much does it cost to lose a professional employee? According to Fortune Magazine it costs $50k to $100k and key leaders cost even more!
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
Presentation at the HEA-funded workshop 'Using active and experiential Learning to improve student employability in Business and Marketing'.
This workshop was aimed at colleagues seeking ideas and advice about incorporating active and experiential learning into the marketing curriculum or wishing to improve upon current practice. The workshop identified various approaches which enable students to gain valuable employability skills and considered the benefits and disadvantages of these approaches.
This presentation is part of a related blog post that provides an overview of the event: http://bit.ly/NanSOJ
For further details of the HEA's work on active and experiential learning in the Social Sciences, please see: http://bit.ly/17NwgKX
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
1. “If your actions inspire others to dream
more, learn more, do more and become
more, you are a leader.”
John Quincy Adams
2. • A mentor is a role model, teacher, or advisor.
• A mentor is an advisor an teacher, inspirer,
motivator, and encourager.
• A mentor is an enabler and uplifter.
3. • A mentor is not a coach.
• The mentor is focused on the mentee’s growth; whereas the
coach is focused on the coachee’s job performance.
• A coach focuses on specific skills, behaviors, and knowledge.
• A mentor focuses on personal development.
4. Purpose: The purpose of this guide is to help you implement a
mentoring program within your LC.
Who should be mentors?
Old, experienced members within the LC that can provide a high
quality experience for the mentees and to share knowledge.
Who are the mentees? New members
What should the mentoring experience be like? One-on-one
Mentoring between Mentor and Mentee
Who leads the mentoring program? VPTM or Member Development
Coordinator
How often should the mentor and mentee meet? Biweekly
5. Timeline
Three Phases of Mentoring
Implementing a Mentoring Program:
Setting goals of program
Clarify responsibilities
Establish accountability
Train your mentors
Introduce Mentors to Mentees
Timeline for Mentors
General Information
Activities to do with Mentees
Conversation Starters
Resources for Mentors
6. School starts Train team members, select person to oversee Mentor
program, create mentor applications
Send out Mentor Applications
Select Mentors
Train Mentors
New
members are
selected
Send out Mentee Applications
Match Mentors/Mentees
First mentor/mentee meeting
RoKs Mentors/Mentees meet biweekly after that first meeting for
the remaining of the semester
8. • Lay the foundation for a potential long-
term relationship
• Refine Goals
• Set Expectations
9. Questions Answers
1 What should be the focus of our mentoring
relationship?
2 What measurable goals should we establish for our
mentoring relationship?
3 How do we connect? What do we share in common?
What are our major differences?
4 What boundaries should we establish in our
relationship? Are there times we should not
communicate?
5 What topics, if any, should be considered
confidential?
10. Questions Answers
1 What do you expect you should do as a mentor?
2 What do you expect that you should not do as a
mentor?
3 What do you expect of your mentee?
4 What do you expect that a mentee should do?
5 What experience have you had with other people
mentoring you? Were those good experiences? If so,
what was good about them? Were there bad
experiences? If so, what was bad about them?
6 What factors do you believe are the most important
in an effective mentoring relationship? Why?
11. Questions Answers
1 What do you expect of a mentor?
2 What do you not expect of a mentor?
3 What do you believe you should expect to do as a
mentee?
4 What do you believe you should not do as a mentee?
5 What experience have you had with other people
mentoring you? Were those good experiences? If so,
what was good about them? Were there bad
experiences? If so, what was bad about them?
6 What factors do you believe are the most important in
an effective mentoring relationship? Why?
12. • Reflection
• Role Modeling
• Storytelling: A story that will allow the mentee to think or act in
a different way.
o Keep it short, entertaining, audience appropriate, and
learning oriented
o A story where you made a mistake
o A story where you learned something the hard way
o A story where you could have done something to create a
better outcome
13. Reflection:
What did we set out to accomplish?
What did we actually accomplish?
What did you learn?
How did you integrate that learning into your work?
What worked well in our mentorship?
What do you think I should repeat when I mentor a different person?
What did you learn about me?
What’s next for you?
How should our relationship continue after mentorship?
Closure:
Give your mentee a gift. (maybe a book)
Go out an have a meal together
Create something crafty for your mentee
End it on a special note
14. Step 1: Set goals
for program
Step 2: Clarify
Responsibilities of
mentors/mentees
Step 3: Establish
ways to hold people
accountable
Step 4: Train
mentors
Step 5: Introduce
Mentors and
Mentees
Step 8: Implement
mentoring
program
Step 7: Provide
tools and
resources to
support
Step 9: Track
measurable
goals and
success stories
Step 6: Follow-up
15.
16. Goals for LC:
• Encouraging retention
• Improving productivity
• Enhancing professional development.
• Linking members with valuable knowledge
and information to new members in need of
such information
• Creating a mentoring culture, which
continuously promotes individual growth
and development.
17. Mentors will:
• Gains insights from the mentee’s background and
history that can be used in the mentor’s professional
and personal development.
• Gains satisfaction in sharing expertise with others.
• Provides a leadership opportunity
• Engages old members
• Learns more about other areas within AIESEC
18. Mentees will:
• Gains from the mentor’s expertise
• Receives critical feedback in key areas
• Networks with a more influential member
• Gain knowledge about the organization’s culture
and unspoken rules that can be critical for success;
as a result, adapts more quickly to the
organization’s culture
• Have a friendly ear with which to share frustrations
as well as successes
19.
20. Responsibilities for leader of program:
• Determines the goals of the program
• Selects criteria for mentors and mentees
• Selects mentors
• Matches new members to mentors
• Meets with the mentors once a month
• Review meetings the mentors are having with mentees
• Tell EB concerns
• Evaluates results at the end
21. Responsibilities for Mentor:
• Be available to your mentee and set clear expectations
• Encourage, support, and guide your mentee
• Be patient an build a trusting relationship
• Be a role model
• Teach your mentee skills/competencies
• Make them feel welcome in the LC
• Tell leader of program concerns or problems brought up
• Set up a meeting every other week and record meetings
on Podio
22. Responsibilities for Mentee:
• Show up on time to mentor meetings
• Be open-mined and willing to share
• Take in ideas/advice mentor gives you
• Be self-motivated
• Be honest
23.
24. • Create Job Description for mentor
• Send out mentor applications
• Create a mentor workspace where they can upload
meetings they have had
• Track meetings uploaded
• Meet with the mentors at least once a month
• Encourage mentors to take pictures with their mentees
during their meeting and send to VPTM to display
GCPs at LCM
25. • The Purpose of having people apply to become
mentors is so that you are getting people that are
committed that want the position. It will also allow you
to pick old, experienced members that would be
reliable mentors that can provide a good quality
experience for their mentees.
• The application that you can use is created in a Podio
App that you can clone to your workspace to send out
to your LC members.
26. Questions for Application:
1. Why do you want to be a mentor?
2. Have you ever had a mentor? If so, what made that mentor memorable?
3. Who is your role model? Why?
4. What is your mentoring style?
5. What do you hope to gain from your mentoring experience? What do you hope your
mentee gains?
6. How will you improve upon your own mentoring experience with your own mentees?
What will you do differently?
7. As a mentor, what are your strengths?
8. How well do you handle conflict?
9. What does personal development mean to you?
10. What makes a good mentor?
11. What competencies do you feel confident in training others in?
12. How many people do you feel comfortable mentoring?
13. Are you willing to commit the time and effort to deliver an excellent mentorship
?experience for our newbies?
14. Are you willing to commit to having at least 2 one hour mentor meetings a month?
15. Are you willing to commit to having at least one meeting with the Member
Development Coordinator or VPTM a month
27.
28. Purpose:
1. To feel connected to the mentor team
2. To set expectations and goals as a mentor before new
members come
3. To go over leadership styles and mentoring styles
4. To go over mentor responsibilities
5. To have a reflection time on what they want to why
they wanted to be a mentor, what they want to
accomplish as a mentor, what they want to provide for
the mentees, how they are going to support their fellow
mentors, and sharing GCPs from their own personal
mentoring experience.
29. Topics to go over at Seminar/Conference:
1. Importance of mentoring
2. Mentoring and Leadership Styles
3. Power in asking questions
4. Conflict resolution
5. Competencies
6. Goal-Setting/Expectations/Responsibilities
7. Bonding activities/Icebreakers to do with mentees
8. Building interpersonal relationships
9. Share own GCPs
10. Reflection
There is a GCP for a Mentor Conference on
Podio*
30.
31. Purpose:
To learn more about mentees, what they want to
learn/grow, and to provide a good match with mentor
and mentee.
This is also an App on Podio that you can clone to your
workspace to send to all of your new members to fill out.
32. Questions for Mentee Applications:
1. What do you want to get out of AIESEC?
2. What do you like about AIESEC (eg: environment, current
team structures, events, projects etc) so far?
3. What type of projects would you like to be more involved in?
4. What do you expect to get out of the mentoring experience?
5. What competencies do you want to develop yourself in?
6. Where do you see yourself in 5 years? How can AIESEC help
you get there?
7. Have you had a mentor before and if so what worked/didn’t
work?
8. What motivates you to complete your goals?
9. What are you most excited for this semester in AIESEC?
33.
34. Either the VPTM or the Member Development
Coordinator oversees the matching process. By
looking at the applications that both the mentor
and the mentees filled out, you will be able to
match accordingly to what the mentee wants to
develop and what skills and knowledge the
mentor has.
37. First Meeting:
Get to know activities, ask questions about them, How are they feeling so far
with AIESEC? Are they excited about RoKs? Talk about RoKs and what to expect.
Share AIESEC Experience and why you joined AIESEC and why you stayed. Set
expectations and goals for the mentoring experience (using the tools for
expectations and goals). What does the mentee want to develop?
The purpose of the first meeting is to connect together on a more personal
level so you both feel comfortable talking to each other.
Set up the next meeting at this meeting. These meetings do not have to be
formal! It’s better if it is informal.
This meeting should be done before RoKs so that they feel
more comfortable beforehand!
38. Second Meeting:
The second meeting will take place two weeks after the first meeting.
If RoKs has already happened, it can be a time to talk about what they
experienced. Did they like RoKs? Did they make new friends? Did
they learn a lot? What did they learn? Are they still confused about
anything? Are they excited to start working on what they learned?
How do they like their team? Do they feel comfortable on it? Do they
feel connected with LC members? How do they like their VP? Any
concerns?
This meeting is also a good time to help them in setting goals. What
do they want to implement? What are they excited about this
semester? Do they need any support or resources? Are they interested
in running for a leadership role?
39. Third Meeting:
This meeting will be two weeks after the second meeting. The
new members will be at least 6 weeks in AIESEC at this point.
This will be a good opportunity to have them fill out a midterm
TMP assessment form, because it is a halfway point.
There may be several concerns brought up because this is a
time that is stressful in the semester. How is their AIESEC
experience so far? What has been the most exciting part so far?
What has been the hardest part so far? What areas do you need
support in? How can I help you? How can your VP help you?
How is your team? Any concerns?
Mentee can identify risks, difficulties or stress s/he is facing in
the next few weeks and plan with mentor way to minimize
them.
40. Fourth Meeting:
This meeting will happen at least 8 weeks in since the new members
joined AIESEC. This meeting can be competency based. The mentee
can pick three areas they want to grow in, and they mentor can help
develop them in those areas. You can also talk about
personality/leadership styles. The mentee could fill out a Myers
Briggs assessment to learn more about themselves and what that
means. The mentor and mentee can also discuss career development
goals and how AIESEC is helping them build their career.
41. Fifth Meeting:
This may be your last mentoring meeting being at least 10 weeks in
since new members joined. Members can fill out closing assessments
and reflect on the semester. This meeting should be really special and
a good way to have closure to a good mentoring experience.
What has been your most memorable moment in AIESEC this semester?
Have you enjoyed being in AIESEC? What are your plans for next
semester? Do you want to stay on the same team or switch teams? Any
leadership roles that you want to take on? How has been this
mentoring experience for you? Was there anything I could have done
better as a mentor?
42. • Every time a mentor meets with the mentee, they fill out a
meeting form on Podio of what they talked about in the meeting,
when they met, what they did, and any concerns that were
brought up so that either the VPTM or Member Development
Coordinator can track the meetings.
• These meetings are to be conducted at least bi-weekly one-on-
one, but you can have more meetings if you’d like. You can also
have meetings with all of your mentees hanging out together if
you are still conducting one-one-one meetings with each of
them.
• The Member Development Coordinator or VPTM will meet with
the mentors once a month to track their progress as well as
attend the EB meeting once a month (or often as needed) to
bring up concerns.
43. • Get coffee
• Go to lunch or dinner together
• Mall
• Movies
• Hiking
• Have a picnic
• Bowling!
• Arcades
• Ice cream
• Game night
• Go to the football game
• Concert
• Videogames
• Bake/cook together
• A night in the town!
44. Bring in a favorite quote
Bring in a cartoon
Role models/ How that has affected us?
Exchange funny jokes/stories
Hobbies/ Interesting facts about yourself
Life experiences that have shaped you the most
Play any instruments?
If you could meet anyone in our past history, who would it be?
Favorite movies/bands/songs?
Worst vacation experience?
Where do you want to travel to?
What is your most embarrassing moment?
What is the craziest thing you've ever done?
What are some of your short-term goals?
What are some of your long-term goals?
If you could live anywhere in the world, where would it be?
Biggest celebrity crush?
What would you do if you only had 24 hours left to live?
45.
46. Johari Window: Map your personal awareness; You can your mentee can
take the test together at this website.
Click to view
48. Click here to view
Click here to view
Other Tests
Click here to view
49. Contact Liz Mnatzaganian- Team Member Program Coordinator-
TM NST.
Liz implemented this mentoring program at AIESEC
Appalachian.
You can contact Liz to learn more about how to implement this
program and the success stories from it at
tmp.manager1@aiesecus.org
Published: Nov. 13th, 2013