Small look at mentoring

1. Mentoring Makes a Difference
Principles
Key concepts
Process
Skills and techniques

2. Mentoring Makes a Difference
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Target audience
 Individuals, managers or organizations who require
validated, flexible, content-rich mentoring learning and
development resources
 Supports Mentoring Makes a Difference workbook
 May also be used as a stand-alone resource
supplemented by your own content resources and
learning activities

3. Mentoring Makes a Difference
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Why should I buy this?
 Saves valuable development time
 May be customized or delivered off-the-shelf
 Adaptable to open learning or workshop delivery
 Supports competence-based development
 Reinforces workplace application
 Facilitates measurable return on investment

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 Overview
 Why mentor? The business case
 What mentoring is—and what it isn’t
 Roles and responsibilities
 Seven deadly sins
 Powerful relationship and influence strategies
 What successful mentors know, are and do
 A five step process for effective workplace mentoring
 Action planning for continuing development

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The business case
 Manage knowledge
 Ease transition to new responsibilities
 Networking and best practice communities
 To promote collaboration, diversity and inclusion
 Obligation to help people win
 Retain and develop talent

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Three dimensions of mastery
Social
Savvy
Skill

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Evaluating relationships
 Are relationships appropriate?
 Are relationships reviewed regularly?
 Does the protégé trust the mentor?
 Are setbacks handled safely and sensitively?
 Are people free to express concerns? Disagreements?
 Are the needs of mentors and managers attended to?
 Do practices reinforce good HSW&E practice?

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 Programme FACILITATOR responsibilities
1. Focal point for all aspects of programme coordination
2. Assess, recruit, select and match protégés and mentors
3. Communicate and market the programme
4. Induct, train and develop participants and sponsors
5. Liase with sponsors, stakeholders and delivery partners
6. Intervene to resolve relationship conflicts as appropriate
7. Terminate unproductive relationships on a no-fault basis
8. Arrange for resources, redeployment, re-matching or transition
9. Track, monitor and evaluate trends, progress, achievement and results
10. Organize networking events, social activities and recognition ceremonies
11. Report programme status and results at agreed intervals

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 CREDIBLE mentoring programme
 Commitment and support of top management
 Respected champion and programme leader
 Expectations clearly communicated
 Driven by corporate strategy and values
 Integrated structure and systems
 Buy-in and involvement
 Learning and development for mentors and protégés
 Evaluation aligned with strategy and values

10. Recruitment
Define business
case
Project
scope/definition
Learning
assessment
Train and develop
mentors
Implement
activities
Matching Partnership
Assess
corporate
results
Manage
reality
Manage
transition
Communication
and
Marketing
Integrated
coordination/admin
Develop and
refine programme
Induct
protégés/managers

11. CAVU Performance Solutions
http://www.cavuperformance.com/
cavuperform@aol.com