The Mentoring Manual
Your step by step guide to being a better mentor
Julie Starr
- 240 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
The Mentoring Manual
Your step by step guide to being a better mentor
Julie Starr
About This Book
As a mentor you must be many things: role model, expert, advocate, cheerleader, enforcer and friend. Plus you must make a positive, lasting difference to the knowledge, skills and prospects of your mentee.
So, being a mentor is a big responsibility. But with The Mentoring Manual, getting it right is easy.
Based on methods developed - and proven – in business, this highly practical book will show you how mentoring works, take you step-by-step through everything you need to know and do, and show you how both parties can get the best from the relationship.
· Understand what mentoring really is and how to do it well
· Feel fully confident in your ability to be a great mentor
· Develop key skills like listening, collaboration and coaching
· Help your mentee feel more knowledgeable, confident and valued
· Pass on your skills, experience and expertise to colleagues and contacts
Get the most from mentoring: help your mentee, develop your skills and make a positive difference
“A breath of fresh air compared with many books on coaching and mentoring. The process of mentoring and the potential pitfalls are presentedin a clear and challenging way.”
David Megginson, Emeritus Professor of HRD, Sheffield Hallam University
“A clear, pragmatic and accessible guide for mentors.”
Professor David Clutterbuck, author, speaker, and co-founder of the European Mentoring and Coaching Council
Frequently asked questions
Information
Chapter 1
What is mentoring?
And what is it not?
He was a great mentor.
- Gain a clearer sense of what a mentor is.
- Learn how mentoring is distinct from any other support relationship.
- Consider examples of mentors from stories and real life to support your understanding of the role.
- Discover the typical benefits of mentoring, both for individuals and for organisations.
- Understand when mentoring might not be the best option for a situation.
What is a mentor?
As old as Homerās Odyssey
Reflection Questions
Spot your own mentors
Why might you want to be a mentor?
- to affirm or confirm the value of your experience by exploring and sharing that with someone else, e.g. āHereās what Iāve learnedā
- to further clarify what you know, by distilling and simplifying your experience and learning, e.g. āHereās what leadership/selling/success is really aboutā
- to help another person grow and succeed, and gain a sense of satisfaction from doing that
- to be challenged in a positive way. For example, to adapt your ideas or views to someone elseās situations, or to develop greater empathy
- to have a sense of āgiving something backā, perhaps by sharing experience gained over your career so far
- to increase your focus on developing others, as a useful addition to your managing skills. For example, as a mentor you have no line management responsibility for the person you are mentoring, therefore you tend to focus more on the person and less on their specific tasks.
Why might someone want a mentor?
- They feel they lack experience, contacts or awareness in a specific area or situation, e.g. āI need to understand business start-ups, or how my organisation works, or to raise my profile in the businessā.
- They feel something is āmissingā from what they know, what they do or how they think, and they want to learn from someone they feel can help them ābridge a gapā.
- They want to mature and develop themselves generally, e.g. to be able to operate in a pressurised work environment or stay balanced and self-confident.
- They have reached some kind of barrier or āroadblockā and feel they need a more individualised relationship with someone who has direct experience in their type of situation.
- They feel they would benefit from an open, trusting relationship with someone they can ālook up toā or at least respect for what they have experienced and learned during their career.