Mentorship Guidebook

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Corporate, Reinsuranceand Investment DivisioLearning & Developme

Mentorship Guidebook
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1

TABLE OF CONTENTSThe Basics ..........................................................................................................................................2

MENTORING DEFINED ............................................................................................................................... 2

BENEFITS OF MENTORING ........................................................................................................................ 2

YOUR ROLE AS A MENTOR ........................................................................................................................ 3

EXPECTATIONS OF YOUR PROTG .......................................................................................................... 3

GETTING STARTED .............................................................................................................................5

PREPARE .................................................................................................................................................... 5

RELATIONSHIP ROADMAP ......................................................................................................................... 6

YOUR FIRST MEETING ............................................................................................................................... 7

YOUR SECOND MEETING .......................................................................................................................... 7

TIPS FOR SUCCESS AS A MENTOR ............................................................................................................. 9MANAGING THE RELATIONSHIP........................................................................................................10

SUBSEQUENT MEETINGS ........................................................................................................................ 10

GIVING FEEDBACK ................................................................................................................................... 11

DEALING WITH CONFLICT ....................................................................................................................... 13

EVALUATING THE MENTORING RELATIONSHIP ................................................................................. 14

EVALUATING THE RELATIONSHIP............................................................................................................ 14

CLOSING THE RELATIONSHIP .................................................................................................................. 16

ADDITIONAL RESOURCES AND SOURCES ........................................................................................... 17

BUSINESS INFORMATION CENTER RESOURCES ...................................................................................... 17

SOURCES USED IN THIS GUIDEBOOK ...................................................................................................... 17

APPENDICES ....................................................................................................................................18

APPENDIX A: FREQUENTLY ASKED QUESTIONS ................................................................................ 18

APPENDIX B: MEETING WORKSHEET ................................................................................................ 21

APPENDIX C: RELATIONSHIP ROAD MAP .......................................................................................... 22

APPENDIX D: CONVERSATION GUIDE ............................................................................................... 23APPENDIX E: GOAL SETTING TEMPLATE ........................................................................................... 25

APPENDIX F: ACTION PLAN TEMPLATE ............................................................................................ 26


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Mentoring: The Basics

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Benefits of Being a Mentor

Personal fulfillment andsatisfaction of helping othersdevelop

Gain exposure to talent withinManulife

Improve Leadership Skills

Gain broader knowledge ofdifferent business units,divisions and functions

Tap into unique skills andcompetencies a Protg maypossess

Expands professional network

Fulfills a developmentrequirement of your own

Benefits of Being a Protg

Learn from the personalknowledge and expertise of aseasoned leader

Gain input and anotherperspective on personal careergoals and aspirations

Gain broader knowledge ofdifferent business units,divisions and functions

Gain new perspective on worksituations / challenges

Enhances self-esteem andconfidence when interactingwith senior leaders

Increases job satisfaction andeffectiveness

Benefts to Manulife

Creates a culture ofdevelopment

Drives employee engagementand retention

Fosters productivity andperformance

Increases cross divisionalcommunication

Provides a low-costdevelopment opportunity

Helps to build the leadershipcompetencies and businesscapabilities necessary toachieve results for all Manulifestakeholders

THE BASICS

MENTORING DEFINED

A confidential, one-to-one relationship in which an individual uses a more experienced person as a

sounding board for guidance. It is a protected, non-judgmental relationship which facilitates a wide

range of learning, experimentation and development. -Industry Society (1995)

It is important that both you, and your protg, understand what does and does not constitute a

mentoring relationship, as detailed below:

Mentoring is Mentoring is notDevelopment Tool Offering of advice, information

or guidance by a person with useful experience, skillor expertise to support another individuals personaland professional development.

Tied to Advancement A mentoring relationshipprovides no assurance of promotion or increase incompensation. However, both parties may developcompetencies and skills that improve overall jobperformance.

Knowledge Sharing Opportunity It is a process thatimproves knowledge across business units, divisionsand functions.

Replacement for Formal Training or Remedial Mentoring is a development process that employeesundertake only after they have mastered basic jobskills and knowledge. It is not used to correct poorperformance.

Organizational Culture Enhancer It can helpemployees better understand Manulifes operations,policies and culture.

Management Replacement Mentors arecommitted to helping protgs achieve personaldevelopment. They do not have responsibility fortheir on the job performance or year-endperformance ratings.

Networking Opportunity Opportunity to growemployee networks.

Employee Assistance Program Mentoring is not anemployee assistance program that providesemployees with counseling on personal issues.

BENEFITS OF MENTORING

Listed below are potential benefits:


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3

YOUR ROLE AS A MENTOR

At the beginning of the mentoring relationship, it is important to understand your role and

responsibilities as a mentor. The following chart will help you determine your role, and the most

effective behaviours related to being a mentor:

Key Roles Effective Behaviors Ineffective Behaviors

Advisor Acts as a sounding board and facilitatorMaintains privacy / confidentiality Fixes problems Assumes responsibility for

protgProtector Supports, is a safety net

Ensures a safe environment to take risks Fights battles OverprotectsDeveloper Gives structure and direction

Provides guidance based on observationsduring interactions with protg

Empowers protg to handle his/her problemsindependently

Dictates, controls learning Looks for quick-fixes Provides general criticism or

judgment Tell protg what to do

Broker Identifies skill or competency gaps through athird party lens

Allows for personal biases Abdicates, does not follow up

Challenger Positively challenges, pushes toward higheststandards

Helps protg explore potential careeropportunities

Pushes too far too soon Discounts protgs thoughts

and opinions

Clarifier Teaches organizational values and politics Removes obstacles soprotg does not have to dealwith organizational politics

Affirmer Gives needed support, enhances self-esteem Gives too much feedback Discounts protgs feelings

or concerns

Other role and accountabilities as a mentor include:

Ensuring meetings are structured around specific topics that will promote discussion andlearning

Sharing knowledge, expertise, background, professional history and work experiences, includingboth successes and failures

Providing honest feedback and encourages open dialogue Building rapport with your protg Holding your protg accountable Honoring meeting commitments with your protg

EXPECTATIONS OF YOUR PROTG

Protgs must be active learners in this relationship, but also active participants in furthering the

development of their mentors. Protgs must be open to sharing career goals, successes and failures,

and receiving feedback and advice, as outlined below:


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Core Performance Expectations

Be willing to discuss failures and successes

Demonstrate a genuine interest in beinghelped by a mentor

Demonstrate application of learningobtained through the relationship

Exhibit a desire to improve in a certain areaor learn a new skill

Identify professional development goals,priorities, and career interests

Listen actively

Provide honest feedback to the mentor

Seek ways to achieve objectives andcontribute ideas for solving particularproblems

Maintaing privacy/confidentiality ofdevelopment conversations

Provide input to assess and improve thementoring program

Take advantage of organizational resources

Track development and career progress

Time Commitment Obligations

Be accountable for scheduling meetingswith mentor

Be respectful of mentor's time and energy

Commit the requisite time and energy

Do the necessary pre-work for mentoringconversations

Follow up on action items identified during

development conversations Informally communicate on a regular basis

with mentor

Attend mentoring-related meetings andevents

What You Should Expect From Your Protg


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Getting Started

5Mentorship Guidebook

GETTING STARTED

The beginning stages of the mentorship are the most significant in setting a strong foundation to build

the relationship on. An effective mentoring relationship has established expectations of what you and

your protg would like to get out of the relationship, trust built between you and your protg, action

plans, and commitment to meeting on a regular basis.

PREPARE

Before you meet with your protg for the first time it is helpful to do some research and learn whatever

you can about them. Define your goals and objectives for what you want to achieve through this

relationship. Also, think about your own mentoring experiences; what worked and what didnt. Thinking

about the following in advance may help you prepare for your mentoring role and give you some

discussion points.

What career experiences have helped me most in my own professional development? What were the most important lessons learned from those experiences? What would I want to pass on from those lessons? How have my mentors helped me and my development? What kinds of mentoring

experiences have been most helpful to me? What are my major strengths and talents? What are my weaknesses? How much time and effort can I realistically devote in working with my protg? What might be challenging about this relationship?

Setting the Foundation for Your Relationship

A good mentoring relationship starts with preparation by both parties.

On the next page you will find a Relationship Road Map to help you plan out the beginning stages of yourmentorship.


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Getting Started

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RELATIONSHIP ROADMAP

NOTE: Additional copy can be found in Appendix C

Action Items Notes

Prior to first meeting

Do research on your protg

Identify your expectations for the mentoring

relationship.

Define your objectives and goals of the mentoring

relationship.

First meeting

Clarify roles and responsibilities.

Share each of your objectives, goals, andexpectations of the mentoring relationship.

Define ground rules for the relationship (e.g.

confidentiality, openness, candor etc.)

Set a timetable for your future meetings and

decide who will schedule the meetings.

Discuss action items to be completed before the

next meeting.

Second meeting

Create an Action Plan


next meeting.

Subsequent meetings

Review progress on actions items determined at

the end of the last meeting.

Discuss items of interest, current challenges,

recent successes, etc. (See Managing the

Relationship)

Every three months, assess the effectiveness of

the relationship. (See Evaluation)


next meeting.


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Getting Started

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YOUR FIRST MEETING

There are many topics of conversation that can help develop a comfortable mentoring relationship.

Good mentors always listen more than they talk. Understanding your protgs career objectives and

his/her present career situation will help you guide the mentoring relationship. To guide your first

mentoring conversation here are some examples of questions which will help you get to know oneanother and establish mutual expectations and goals. Make notes of your protgs answers for future

reference (See Appendix D for Conversation Guide Template).

What are the most important things you should be accomplishing in your job? Do you feel successful in your job at this time, if not, what is preventing you from

succeeding? What do you like best about your job? If you could add variety, autonomy and importance to your job, what would you do? What are your career goals? What have been the most significant learning experiences in your career? What do you think hinders your success? What knowledge, skills and abilities do you feel I possess that would most benefit you? What do you want to know about me? What do you want most from me? What do you think we need to do to make this mentorship work? Are any topics off limits? What do you need right now today? What is the best way to give you feedback? What criteria would you like to use to evaluate the success of the relationship?

It is a very good idea for you and your protg to sign an agreement that outlines how you intend to work

together. The agreement should note the following: Mutual expectations for the relationship

o Listing the necessary contributions that both must make so the relationship will worko Determining who has the main responsibility for driving the relationship

Agreement on confidentiality and mutual feedback(See Sample Mentorship Agreement on page 7)

Also, you and your protg should create a set of specific short term and long term objectives for therelationship. Your protg should come prepared to document these using the goal setting template (SeeAppendix E).

YOUR SECOND MEETING

In your second meeting, together, you and your protg should create an action plan to achieve the goals

and objectives that your protg established in your first meeting. You should help your protg

determine where to focus and how best to accomplish goals. The action plan template (See Appendix F)

can be used to document the initial action plan and can be continuously updated, as needed.


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Getting Started

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Mentorship Agreement

Under the Corporate, Reinsurance and Investment Divisions Mentorship Guidebook we,

_______________________ (Protg) and _______________________ (Mentor), agree to enter in a

mentoring partnership.

We agree to be open and honest when sharing feedback and knowledge. We will work together to

accomplish the goals set for this relationship.

We agree to honor the confidential nature of this relationship. Information exchanged in our meetings,

both written and verbal, shall not be disclosed to any party outside of this agreement unless we both

agree otherwise or need to disclose the information for legal or ethical reasons.

We will meet a minimum of ________ hours (to be determined by mentor and protg) per month over

the next __________(establish time frame with your protg). It is the responsibility of

________________(determine with protg) to schedule ongoing meetings.

After _____________ (mid-point of time frame decided for the relationship) we will together evaluate

whether we wish to continue this relationship.

We have discussed and agreed to the following goals and objectives for our partnership:

1.

2.

3.

4.

_________________ _____________________ (__)__________ext:______ ____________

Protg name Signature Phone Number Date (dd/mm/yy)

_________________ _____________________ (__)__________ext:______ ____________

Mentor name Signature Phone Number Date (dd/mm/yy)


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Getting Started

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TIPS FOR SUCCESS AS A MENTOR

Below are some tips to help you facilitate effective mentoring and create a supportive environment for

your protg to learn.

Appreciate signs of growth Listen carefully to what your protg says Ask good questions Share your thoughts and feelings Always be on time for scheduled meetings Be a role model Strive for mutual respect Be honest Provide experience-based learning

Additional activities you could consider doing are:

Holding all meetings outside of your office (e.g. go for lunch, meet for coffee, go for awalk)

After each meeting send a note to your protg describing how you benefited from theconversation

Invite your protg to some of your key meetings or have him/her observe you as youwork

Observe your protg giving a presentation. Get permission to offer your feedbackprivately

Introduce your protg to at least two people who could be helpful to him/her Help your protg research several career paths he/she might take within theorganization Share a difficult decision you made recently and discuss what inputs you considered

when making the decision and its outcome. Ask your protg what he/she might havedone differently

Send interesting articles to your protg Make a note of important personal events in the life of your protg (e.g. birthday,

company anniversary) Attend educational events together (internal and external) Find opportunities to interact with your protg outside of work (e.g. volunteering

together)


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Managing the Relationship


MANAGING THE RELATIONSHIP

SUBSEQUENT MEETINGS

During your meetings, there are many topics that can be discussed. It is important to keep your

meetings well planned, if not, you may find yourself in the position of being unable to have a valuable

discussion with your protg, not meeting your objectives and those of your protg. To ensure you are

always prepared:

Ensure there is an agenda set for each meeting. Together set next steps at the end of each discussion and clarify who is responsible for

each.

While the protgs objectives should lead the meeting, if he/she is uncertain of what to discuss, you

must be ready to help. Here are some topics you can use in your meetings to provide a good startingpoint for your discussions:

What successes have you had in your job recently? Why were they successful? When you needed to persuade or motivate others, what was your strategy? Which relationships have been difficult for you at work? Where and how could you improve the effectiveness of your team? What tough decisions have you had to make in your job recently? What opportunities

or challenges do you feel they created for you?

What decisions are easiest for you to make and which ones are the most difficult?Why?

What prompted you to take your current job? What do you see as the next logical step for your career? What doubts do you have

around being able to reach the next step?

What is your long-term vision for your career? What are your current strengths and development areas? What steps are you taking to

improve there?

What individuals, books, experiences, or events have most impacted who you are? What are you passionate about (work-related or not)?


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GIVING FEEDBACK

There are times in the mentoring relationship when the mentor may see a need to suggest changes to

his/her protgs behavior or approach he/she may have taken in regard to their job or a project theyare working on. It is important that the mentor provide feedback to the protg, however it must be

constructive and provide the protg with information that they can use to help them in managing the

situation better the next time. For the mentor, the way feedback is approached will impact how the

message is received, particularly when it involves recommending behavior change. Constructive

feedback needs to be thoughtful and planned.

Feedback should be:

Prompt (delivered immediately, not at a later date when both partners have to rely onmemory to reconstruct the situation)

Specific (avoids generalizations, e.g. you always..) Constructive (always thinks about solutions as well as problems) Objective (looks at situations without emotions) Honest and respectful (never judgmental or demeaning)

Use the DESC Model:

ESCRIBEDescribe the behaviour (words and actions) that needs to be reinforced, improved, refocused, orchanged.How can we take a different approach the next time to ensure that all the details have been reviewed?

XPLAINExplain the impact that the behaviour is having on results.Having all the details in the document is important as it can have an impact on our senior management

buy-in.


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PECIFY and OLVESpecify in behavioral terms what is required. Use language that reinforces the desired high performancebehaviors.

Lets be sure to include data and analysis in our reports. By doing so, this will enhance the quality of thereport and answer senior management questions.

Solve by asking what they think will make the situation/or themselves more effective/productive. Askopen-ended questions to create discussion.How might you do this differently next time?

How do you think it went?

What can you do to make sure this happens?

How can we work together to change/improve this?

What am I missing?

LARIFY and HECKClarify consequences in a positive manner.If you focus on this, then

Check for understanding and/or agreement.So we agree that

How does that sound?

Feedback is a process that, when managed well, can help you deliver messages effectively. When giving

effective feedback, several aspects should be considered.

Create the right environment allow enough time in a location free of interruptions. Plan carefully what should be communicated. Reflect on the message before it is

delivered. Let the protg know why it is important to share the feedback (provide context). When giving the feedback, ensure the tone is appropriate and sounds professional and

supportive. Provide time and opportunity for the protg to absorb the feedback, ask questions,

and provide comments or additional information. Express support to the protg and work together on feedback action.


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DEALING WITH CONFLICT

There may be times when the mentor and protg disagree or experience conflicts. Recognize that

these situations can be great opportunities to learn from each other and may strengthen the

relationship in the longer term.

Why conflict exists:

People care People are different People are interdependent People have expectations

Steps to Resolving Conflict

Acknowledge that conflict exists Gain common ground Seek to understand all points of view Attack the issue, not each other Develop an action plan


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Evaluation


EVALUATING THE MENTORING RELATIONSHIP

EVALUATING THE RELATIONSHIP

To ensure a successful mentor/protg relationship, it is important for you to

conduct regular evaluations. The effectiveness of the relationship should be

assessed and formally discussed to ensure that the mentoring relationship

remains beneficial to both you and your protg. The following templates can

be used to facilitate a conversation with your protg:

Evaluation for Midpoint of the Relationship:

Questions to Ask Your Protg Notes

Am I providing you with the right kind of support?

Enough Support?

Am I helping you see the big picture?

Do you feel that I am challenging your behaviorsand assumptions, not you as a person or yourintellect?

Questions to Ask Each Other Notes

Are we meeting with the appropriate frequencyand for the right length of time?

Are you following-up on our action items comingout of each meeting? Am I doing a good jobfollowing up on mine?

What do you like most about our mentoringrelationship? What do you like least?

Are you learning from this relationship?

What skills are you building as a result of thisrelationship?

How are we progressing on the goals andobjectives you set at the beginning of therelationship?
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Evaluation

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Evaluation for End of the Relationship:

Questions to Ask Your Protg Notes

Am I providing you with the right kind of support?Enough Support?

Am I helping you see the big picture?

Do you feel that I am challenging your behaviorsand assumptions, not you as a person or yourintellect?

Questions to Ask Each Other Notes

Are we meeting with the appropriate frequencyand for the right length of time?

Are you following-up on our action items comingout of each meeting? Am I doing a good jobfollowing up on mine?

What do you like most about our mentoringrelationship? What do you like least?

Are you learning from this relationship?

What skills are you building as a result of thisrelationship?

How are we progressing on the goals andobjectives you set at the beginning of therelationship?

How do you see this relationship benefiting yourcareer development in the long-term?

Would you like to continue the mentoring

relationship?


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Evaluation

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CLOSING THE RELATIONSHIP

Once you and your protg have reached the end of the mentor/protg

experience, you can decide whether the relationship will continue or end.

Set an agenda item for your final meeting to discuss ending/continuing the

relationship. Both the mentor and protg should have a say in thedecision. If you and your protg decide you wish for the relationship to

end, it is important that you professionally close the relationship.

You can consider the following points for ending a mentorship:

Discuss what occurred in the Mentoring relationship. Regardless ofthe reason why you would like to end the partnership, it is

important to give your protg clear feedback about what they

might do differently and what they did well.

Share positive and negative feedback on performance within the relationship.

Review the goals of the relationship and discuss the lessons learned to help both of you workmore effectively with others in the future.

Extend thanks for the relationship either in person, via email or in writing.If you must end the relationship based on extenuating circumstances (i.e. if job changes or for personal

reasons, or other) notify your protg that you wish to end the relationship. In such circumstances it is

recommended that this be done in person.


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Additional Resources and Sources


ADDITIONAL RESOURCES AND SOURCES

BUSINESS INFORMATION CENTER RESOURCES

For more information on the topic of mentoring, please visit the Business Information Centre located at

200 Bloor Street, North Tower 2. Please find some related articles below:

1) Carvin, Beth N., The Great Mentor Match. T&D January 2009: 46-50. On-line.2) Hersch, Warren A., Learning the Ropes Through Mentoring. National Underwriter. January 16,

2006. On-line.

3) Homsey, Harvey H.H. "Mentor or Protege? A Formal Mentorship Program Is the Answer: Many aFranchisee and Franchisor Have Grown Their Businesses Because of a Mentorship Program."

Franchising World1 Jan. 2010. On-Line.

4) Horvath, Michael, Laurie E. Wasko, and Jessica L. Bradley. "The Effect of Formal MentoringProgram Characteristics on Organizational Attraction." Human Resource Development Quarterly

19.4 (2008): 323-49. On-line.

5) Kay, Fiona M., John Hagan, and Patricia Parker. "Principals in Practice: The Importance ofMentorship in the Early Stages of Career Development." Law & Policy31.1 (2009): 69-110. On-

line.

SOURCES USED IN THIS GUIDEBOOK

Corporate Leadership Councilwww.clc.executiveboard.com
http://www.clc.executiveboard.com/http://www.clc.executiveboard.com/http://www.clc.executiveboard.com/http://www.clc.executiveboard.com/


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Appendix A


APPENDICESAPPENDIX A: FREQUENTLY ASKED QUESTIONS

Q: As a mentor, will I formally evaluate my protg?

A: The mentor/protg relationship is very different from the manager/staff member relationship.Managers are responsible for the day to day management of the staff members performance while

mentors provide guidance to the protg on the own development but do not participate in any formal

evaluation of the protg. Mentors do not provide feedback to their protgs manager.

Mentor/protg conversations should be confidential unless there is an extreme circumstance (the

issues involves a crime of some sort, a potential for danger to a person, a severe risk to the company, or

a danger to you). In the event of these circumstances contact Employee Relations - 416-926-5376.

Q: What if the mentors experience and knowledge are not aligned with the protgs goals?

A: Begin the relationship by thinking positively and clarifying expectations. Be honest talk through any

issues and establish how much support the mentor can offer including assisting the protg in finding

other networks and sources of information. In some cases, it may make sense to change goals based on

the value of the relationship.

Q: How do I handle confidential matters or personal issues?

A: Early in the relationship, discuss what confidentiality means to both parties and respect what you

decide. Determine what topics are off-limits. Establish ground rules to help develop trust with one

another and be sure to tell your protg that the information discussed will not be shared with friends,

family members or colleagues. Discuss exceptions to your confidentiality agreement, including situations

requiring disclosure for ethical or legal reasons such as fraudulent matters, harassment issues andlegislative requirements. In the event of these circumstances contact Employee Relations - 416-926-

5376.

Q: How do I manage time constraints?

A: Tips for managing time constraints:

Establish ground rules by communicating current time commitments and setting a scheduleearly in the relationship

To make the best use of time, consider using the Mentoring Agreement to outline goals and theMeeting

Use a worksheet to structure status meetings Plan meetings around already scheduled activities when it makes sense Be flexible and adjust schedules accordingly Allow a few minutes at the end of each meeting to reflect and debrief. It will help prepare for

the next meeting and ensure that it is productive and valuable to both parties

Discuss effective time management skills Make the partnership a priority and do not cancel unless absolutely necessary


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Appendix A

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Q: How do I manage diversity (cultural/language/age) challenges?

A: As in any relationship, identify the value each individual brings to the relationship and be open-

minded and have patience. Remember that its a two-way learning opportunity and recognize and

respect the differences (e.g welcome new perspectives, new ideas, etc). Value the type of experience

rather than the number of years of experience.

Q: How do I manage lack of chemistry or personality conflicts?

A: There may be times when the mentor and protg disagree or have conflicts. Recognize that these

situations can be great opportunities to learn from each other and may strengthen the relationship in

the longer term.

Give the relationship more than a few meetings. Get to know your protg - dont write him/her off

right away. Be up front and honest while being open and respectful.

If things still are not working for either party, then consider parting ways.

Q: How often should I meet with my protg?

A: Accessibility and regular meetings are essential for building the mentor-protg relationship. It is

recommended you meet a minimum three hours per month, however could be more if you choose. It

may make sense to set monthly meetings for the same time each month for ease of scheduling. Never

leave a meeting without scheduling your next meeting.

Q: Where is the best location to meet with my protg?

A: An informal setting is best for your meetings with your protg. Lunch or coffee outside the office is

acceptable. If its not possible to get outside of the office, move to a conference room or someplaceconfidential outside of your office that is a neutral meeting place. If it is not possible to meet in person,

schedule a phone meeting.

Q: How do we ensure commitments are kept?

A: Set reasonable expectations at the beginning of the relationship and sign a partnership agreement.

Confirm deliverables at the end of each meeting and follow-up if necessary.

Q: Can I continue my mentoring partnership beyond the agreed upon time with Protg?

A: Yes! Mentor-protg relationships can continue for as long as both parties desire based on themutual interest of both the mentor and protg.


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Appendix A

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Q: How will I know if the mentoring partnership is a success?

A: There are several indicators that the partnership is successful:

Developmental goals are being achieved It is a priority there are very few cancellations or changes of dates Both parties enjoy the experience and are being stretched by it The protg emerges from each meeting with a new insight into an issue and energized to take

action

There is a high degree of positive challengeQ: How do I end the mentoring relationship?

A: In consideration of the time and energy required to maintain a mentoring relationship the decision to

extend or end the relationship should be a mutual one between you and your protg. Set an agendaitem for your final meeting to discuss ending/continuing the relationship. If you decide to end the

relationship, review the goals of the partnership and discuss the lessons learned to help both of you

work more effectively with others in the future. Professionally close out the partnership and make the

last impression a positive one.


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Appendix B


Meeting Date:

Agenda:

Key notes/learning from meeting:

Deliverables for Next Meeting:

Possible Topics for Next Meeting:

APPENDIX B: MEETING WORKSHEET

This worksheet provides a practical way of preparing for meetings in order to make them more

productive. It also provides a place to capture deliverables and provide an easy way of re-visiting key

learnings.

Make copies of this worksheet and use it to chronicle your mentoring experience.


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Appendix C

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APPENDIX C: RELATIONSHIP ROAD MAP

Make copies of this as needed.

Action Items Notes

Prior to first meeting

Do research on your protg

Identify your expectations for the mentoring

relationship.

Define your objectives and goals of the mentoring

relationship.

First meeting

Clarify roles and responsibilities.

Share each of your objectives, goals, and

expectations of the mentoring relationship.

Define ground rules for the relationship (e.g.

Confidentiality, openness, candor etc.)

Set a timetable for your future meetings and

decide who will schedule the meetings.


next meeting.

Second meeting

Create an Action Plan


next meeting.

Subsequent meetings

Review progress on actions items determined at

the end of the last meeting.

Discuss items of interest, current challenges,

recent successes, etc. (See Managing the

Relationship)

Every three months, assess the effectiveness of

the relationship. (See Evaluation)


next meeting.


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Appendix D


APPENDIX D: CONVERSATION GUIDE

The following suggested questions for both you and your protg to consider in preparation for your

first meeting. You may want to consider bringing this with you to your first meeting.


Questions to Consider Notes

What do you see as my role?

What ground rules should we set (eg.confidentiality, openness, candor)?

What topics are off limits (eg.Performance reviews, personal lives)?

What do you think will be challengingabout this relationship?

Are there any topics of urgent interest?

What topics do you want to cover in our

conversations?

What do you hope to gain from thisrelationship?

How do you prefer to communicatebetween meetings?

How often would you like to meet

(length, time, frequency)?

What are the most important things youshould be accomplishing in your job?


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Appendix D

24

Questions to Consider Notes

Do you feel successful in your job at thistime, if not, what is preventing you fromsucceeding?

What do you like best about your job?

If you could add variety, autonomy andimportance to your job, what would youdo?

What are your career goals?

What have been the most significantlearning experiences in your career?

What do you think hinders your success?

What knowledge, skills and abilities doyou feel I possess that would most benefityou?

What do you want to know about me?

What do you think we need to do to makethis mentorship work?

What is the best way to give/receivefeedback?

What criteria would you like to use toevaluate the success of the relationship?


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Appendix E


APPENDIX E: GOAL SETTING TEMPLATE


Protg Name: Mentor Name: Date:

Mentorship

GoalsObjective #1: Objective #2: Objective #3: Objective #4:

Goal #1:

Goal #2:

Goal #3:

Goal #4:


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Appendix F

APPENDIX F: ACTION PLAN TEMPLATE

Make copies of this template as needed.

Protg Name: Mentor Name: Date:

Goal :

Objectives to

Achieve Goals

Protgs

Action Steps

Mentors

Action Steps

Potential

Barriers

Success

Measures

Target

Completion

Date(s)

Objective #1:

Objective #2:

Objective #3:

Objective #4:

Documents

Mentorship Guidebook