post # 487 — Monday, January 14, 2008 11:13am — a Managing post
Mentoring
One of the best books on mentoring that I have found is “The Elements of Mentoring” by W. Brad Johnson and Charles R. Ridley.
Here are some of their chapter headings and subheadings:
Getting to Know Your Protégé
Spend time
Identify
and communicate strengths and weaknesses
Allow fears and emotions to be discussed
Expect Excellence
Set high expectations and communicate clearly
Model what you expect of others
Demonstrate confidence
Affirm, Encourage and Support
Show that you value them
Instill confidence
Kindly shed light on unrealistic expectations
Provide Sponsorship
Discern their
dream
Help them with first steps
Use your status to get them opportunities
Get them to function on your behalf occasionally
Teach and Coach
Clear Instruction on expectations, roles and functions
Story-telling and metaphors
Help people understand organizational politics
Offer Counsel in Difficult
Times
Provide insight, not necessarily answers
Listen,
reflect feelings clarify alternatives
Validate feelings
Protect When Necessary
Recognize that protégé will occasionally suffer personal
or political problems
Use protection sparingly
Stimulate growth with
Challenging assignments
Nurture Creativity
Encourage innovative thought
Safe haven to experiment
Model innovation
Provide Correction – Even
when painful
Confront negative performance or behavior
Help with ideas – don’t just criticize
Narrate Growth and
development
Discuss milestones openly
Self-Disclose when
appropriate
Accept Increasing Friendship
and Mutuality
Model work/Life Balance
Display Dependability
****
What’s your experience been with best practice in mentoring? Have you experienced organizations where it works well? What is the secret to effectiveness at this?
Ravi Kiran said
http://coach-network.blogspot.com
I would simply have to say that everything worth mentioning is mentioned. What i'd love to add is the context behind everything. I believe mentoring is a simple stand for the person being mentored, and the mentor is directly responsible for the protege's result.
That level of ownership creates remarkable results. Mentoring is personal. Mentoring is a stand. I can't recall where i read this, but this fits : Leaders are handcrafted, not mass-produced.
posted on Saturday, January 26, 2008 1:19am