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“In Greek mythology (The
Odyssey), Mentor was a man who
befriended and advised
Telemachus, the son of Odysseus.
The goddess Athena would assume
Mentor’s form when she visited
Telemachus.”
• A mentor is an individual with expertise who can
help develop the career of a mentee. The mentor
guides, trains, advises, and promotes the career
development of the mentee.
• A mentor is an experienced guide, trustworthy
advisor, a personal champion, a constructive critic, a
motivator, a listener. A mentor wants the protégé to
succeed!
Mentoring schemes can support :
• Specifically identified groups
· Development and workbased
• Learning programmes
· Individuals or organisations through
change or transition.
· Improved effectiveness of
organisations and individuals.
Facilitated mentoring schemes may be
introduced for a variety of reasons
• Identify potential more effectively
• Induct new staff more quickly
• Improve the retention of staff
• Encourage and support high flyers
• Encourage and support ethnic minority and
disadvantaged groups
• Encourage and support women to break through the
glass ceiling
• Support selfdevelopment and workbased
• Encourage and support mentoring in community
initiatives such as mentoring capable but disadvantaged
• Support organisational change
• Encourage personal development
• Help individuals cope with transitions such as moving
into a new job or role.
CULTIVATION STAGE
SEPERATION STAGE
REDEFINITION STAGE
Outcomes of Relationship
Scandura, T. A. (1998)
Emerson writes:
“(A mentor) is a mind that startles
us, that elevates our feelings by
sharing our views of life.”
Differences Between Coaching & Mentoring
Coaching Mentoring
Goals To correct To support and
guide
Initiative The coach The mentee
Focus Immediate Long-term
situation
Roles Heavy on Heavy on listening
telling
TRADITIONAL MENTORING VS
DEVELOPMENTAL ALLIANCE
Career-related: Sponsorship of + 0 0 0
mentee’s career development - -
Psychosocial: Role Modeling + + + + +
+ +
- +
Psychosocial: Counseling with work + + +
relationships +
Psychosocial: Counseling on + + 0 0
developing work/career-related -
competencies
0
Psychosocial: Counseling with work- 0 0 + 0 +
family balance
Psychosocial: General acceptance + + + + + +
and confirmation
(Chao, in press)
“+”= likely function for this type of developer, “0” = possible function for this type of developer, “-” = unlikely function for this type of developer
Meetings
• Regular meeting schedule
• Set agenda for meetings
• Know what is expected of you
• Actively inform what you are doing
• Listen actively
• Ask questions
Multiple Mentors: Necessity
• Ways to make it work:
– Clear roles and expectations
– Good relationship among
mentors
– Complementary experience
• Potential problems
– Unclear expectations
– Disagreement or
competition
– Inefficient/overlap
Distance Mentoring
• Communication Challenges
– Listen for nonverbal cues
(e.g., pregnant pauses,
voice tone, tempo, volume)
– Push for specific
information, clarify
meanings
– Summarize agreements
POTENTIAL PROBLEM AREAS
Mismatch of mentor/mentee
• Mismatch of expectations
• Reluctant mentor/mentee
• Over zealous mentee
• Relationship not valued in the
organisation Broken confidentiality
Conflicting roles manager/
• Gender mismatch
assessor/mentor
• Cultural mismatch Impact on others
• Race mismatch Obstructions from/conflicts of others,
• Emotional involvement eg mentees line manager, colleagues,
partners
Parameters/boundaries not agreed in
advance
Other Problems (NBS, 1999)
• Personal incompatibility of
mentor and mentee
• Frustration of time
constraints/workload
• Impact of shift pattern and
difficulty with access between
mentor/mentee
• Difficulty in sustaining sufficient numbers of mentors
• Danger that mentorship becomes a paper exercise
• Lack of cooperation
• from colleagues
Problems With Cross-Gender Mentoring