1. Module Nine
Mentoring

2. A Few Questions… Think of a person you consider(ed) to be a mentor.
How did that person assist you? Be specific.
Was the relationship always positive for you? For the other person?
Did you ever assist the person in a meaningful way? How so?

3. Mentoring Functions – What do Mentors Provide?
Career functions
Challenging work assignments
Protection
Exposure/visibility
Sponsorship
Coaching
Psychosocial support
Friendship
Counseling
Acceptance
Role modeling

4. Mentoring Phases – How do Mentoring Relationships Evolve?
Initiation (first six to twelve months)
Get acquainted; establish expectations
Cultivation (two to five years)
Time during which most mentoring occurs; protégé gains competence and skills
Separation (undefined)
Protégé, having gained needed support, seeks autonomy; often marked by feelings of loss or distress
Redefinition (undefined)
Relationship redefined as parties become peers; this phase does not always occur

5. Mentoring Benefits Benefits Protégé Mentor Organizational
More promotions
Higher incomes
Greater job and career satisfaction
Clarity of professional identity
Enhanced self-confidence
Personal learning
Mentor
Heightened personal and job satisfaction
Faster promotion rate
Development of base of support within the organization
Organizational
Enhanced employee retention and organizational communication
Improved leadership development

6. THE MENTOR/LEADER - DEVELOPING SUSTAINABLE LEADERS (Boyatzis, 2006)
Leadership requires the exercise of influence or power
Leaders are under a steady flow of stress related to the exercise of power and its responsibility
For leaders to sustain themselves, the human response to stress must be ameliorated.
To sustain their effectiveness leaders should emphasize coaching (with compassion) as a key part of their role and behavioral habits (Boyatzis et al, 2006)

7. Potential Mentoring Relationship Dysfunctions
Sabotage (e.g., a mentor or protégé could ignore the other party or seek revenge for a perceived wrongdoing)
Negative relations (e.g., a mentor may exploit or bully the protégé)
Submissiveness (e.g., if a protégé becomes overly dependent upon a mentor)
Deception (e.g., active attempts to deceive the other party)

8. Mentoring Alternatives: Other Developmental Relationships
A mentoring relationship—a relationship between a senior, more experienced mentor and a junior protégé—is one type of learning vehicle
Other types
Peers at “co-learners”
Community organizations
Teams
Family members
Friends outside of work
Task forces
Network groups

9. Diversity and Mentoring
Gender
Race
Age

10. Successful Formal Mentoring Programs
A clear set of objectives aligned with human resources and business strategy
Sponsorship by senior leaders
Communications and training
Choosing appropriate mentors and matching of mentors and protégés
Evaluation and review of the mentoring program
The need for a skillful program coordinator

11. Newer Mentoring Themes
Mentoring to aid expatriate assignments (e.g., assignment of pre-departure, on-site, and repatriation developers)
E-Mentoring
Leveraging one’s developmental network in a turbulent career context

12. Developmental Network “A group of people who take an active interest in and action to advance a focal person’s career.”
Spend a few minutes thinking about who is in your network.

13. Using Your Developmental Network to Experience Growth
Create a career and personal growth plan
Identify goals, desired skills, strengths to build upon
Identify your current developmental network
Conduct a gap analysis
Consider skills and strengths you need to get to a desired future state; key events that need to happen
Outline what your network should look like in order to “fill the gaps”
How can you foster a network that will be responsive to your needs?