Please score each of the statements below from 0 (not like me at all) to 5 (very like me) © David Clutterbuck
Mentoring roundtables are learning and support sessions that promote active and timely sharing of good mentoring practice amongst a peer mentoring group (mentees or mentors). Participation in roundtables encourages benchmarking of progress relative to others in the group. Mentors and mentees report that participation in mentoring roundtables creates great value for them. They find that (more…)
Multi country mentoring programmes – cultural and logistics issues International mentoring programmes are increasingly common as multinational companies attempt to gain greater consistency over the development of their international talent. In some cases, there are multiple local mentoring initiatives within a wider global umbrella programme; in others, usually at a more senior level, mentors and (more…)
Objectives for mentoring training Mentors At the end of the training, you will have: Mentees At the end of the training, you will have: © David Clutterbuck
A good mentoring programme manager is integral to the success of your programme. It is their energy and enthusiasm for mentoring specifically and for developing others more generally that will drive the programme and keep momentum within it. It is also worth noting that setting up, running and properly supporting a mentoring programme takes a (more…)
The mentee’s line manager is a key stakeholder in the mentoring relationship. The relationship between the mentee and their line manager will be one of the topics of conversation in mentoring sessions. The manager also holds primary responsibility for the mentee’s development – yet they may have little idea of what mentee and mentor are (more…)
Mentors and coaches need support beyond their initial training in the role, to give them confidence in experimenting with developmental conversations, to give them additional tools and techniques, and to provide opportunities to discuss and learn from their experiences – especially instances, where they have struggled or felt uncomfortable. One of the most common and (more…)
Although most mentoring relationships within well-designed and well-managed programmes work well, a small percentage don’t. In most cases, the cause is simply a mismatch of personality, or expectations of the relationship and this can usually be resolved without problem, if addressed early on, by re-matching. However, occasionally other, more serious problems occur and it’s important (more…)
Mentoring budgets are usually quite tight. So there is often a conflict between what you need and what you can afford. Some things are essential. For example, if you don’t have training for both mentors and mentees and some form of continued support and learning over the following 12 months, you might as well not (more…)
One of the most useful studies of mentoring programmes comes from Finkelstein and Poteet (2007), who surveyed the (primarily US) research literature and identified five critical characteristics of effective formal programmes. These were (with some additional context fro other research): Finkelstein, L. M., & Poteet, M. L. (2007). Best practices in formal mentoring programs in (more…)