Mentoring geneva 2013

Objectives Meeting 1 to 3: Deliverables

Our mentoring relationship is voluntary Mentor can teach, not just do Mentor and mentee are accountable for their participation Mentoring is a partnership and a formal long term relationship Career Mentoring Responsibility of confidentiality, trust and respect

1. What is it that you really want to be and do?2. What are you doing really well that is helping you get there?3. What are you not doing well that is preventing you from getting there?4. What will you do different tomorrow to meet those challenges?5. How can the mentor help / where do you need the most help?

Resources Meeting 4 to 8: Deliverables

Mentor:•Peter Schellinck

Mentee:•…

Sponsor:•….

Identify your needs and wantsInvigorate to consider new approaches and

other ways that could be useful for you and your organisation

Innovate by developing creative solutions with your team

Integrate your goals with your teamImplement an agreed course of actions and

monitor progress to a successful outcome

Self-discovery and unleashing as yet unrealised potential:•Uncover your leadership skills•Stay connected to your vision so you can easily walk the path to success – in leadership, in your business, in your community, personally and professionally•Achieve team synergy•Discover and understand “Emotional Intelligence”•Manage cultural/organisational/workplace diversity•Develop long-term career and personal goals for work/life balance•Identify stress factors and develop appropriate stress management strategies•Identify a range of ongoing professional/personal development options

•Meeting 9 & 10: Deliverables•Taylor made closing sessions •Networking incl. one on one’s with 2 renown Board Members

Scope :• Create a “gift culture”• Start with specific work needs• Make it two-way

Results and Targets Goals

• At all times the mentor must listen with intent to understand rather then respond.

• The mentor should always be there for the mentee: one – on – one, phone and email.

• Secure that all important human feeling of well being.

• Mastering and embracing change• Thinking like an entrepreneur• Managing your own career• Promoting yourself• Lifelong learning and wisdom

Charter

Proposed Initiatives - Timelines

Aug + Sept2012 1 + 1

Meetings

Oct 2012

1 Meeting

Dec 2012

2 Meetings

Jan 2013

1 Meeting1 Network

Mar + Apr 20131 + 1

Meeting

Jun + Jul + Sept + Oct + Dec2013

1 + 1 + 1 + 1 Meetings 1 Network

Initiatives deployment, quick-wins identification & implementation

Target and Timelines Validation of Synergies

MentoringArchitecture

MentoringOperations

Reaching Goals

Closure

Install

Design

Design Pre Mentoring Phase

Design

Install

Install

Control

Control

Control Install Core Mentoring Phase

Install

Review Day

Design Install

Closing Day

Control

Testing Monitor and adjust

Monitor and adjust Reporting and Follow through

Monitor and adjust

Mentoring Architecture

Diagnostics

Seed Mentoring

DEPENDENCY

Core Mentoring

DEVELOPING

Self Mentoring

EMPOWERING

Resilience

Co - Network ShareEmotional Intelligence

Network DevelopmentCognitive power

Goals Schedule

Social component

Knowledge component

Install TestingDesign Monitor and adjust Control

Phases of our mentoring relationship

Deliverables

Mentoring Programme

Core Mentoring

DEVELOPING

Seed Mentoring

DEPENDENCY

Self Mentoring

EMPOWERING

• The dynamics between and the specific role of the CEO and president.

• Identifying success factors of the presidency concerning group dynamics, visualizing improvements and working out the process for improvement.

• Describing the government culture that suits best the profile of the mentee.

• Non executive and independent Board membership analysis.

• Net work meetings to cross check board functioning efficiencies.

• GRC awareness and mitigation.

• Target, personality and timelines validation.

• The analysis of the functioning of the board and the different committees.

• The importance of good governance by setting goals and evaluating its functioning.

• The personal development plan of the mentee.

• The experience to date of the mentee as president of the council.

• Workload, experience and current skills analysis.

• Positioning the mentor as a mirror to the mentee.

• Self assessment, re-profiling and amended CV.

• Defining the skills of the mentee to become a successful CEO and MoB + addressing the gaps.

• The roll of ethics and social responsibility of executives in our changing environment.

• Progressing and converting mentee to mentor.

• Entrepreneurial finishing touch

• Identifying the best place in the social and business environment for the next step.

• Good governance activist and skillful network development.

Phases of relationship development

Establish a relaxed, yet business like atmosphere

Gain consensus on the purpose of the meeting

Explore the issues from the mentee’s perspective

Clarify and elucidate

Challenge assumptions

Stimulate analysis

Draw on own

experience

Build confidence / motivation

Agree options for action /

consideration

Agree actions by both partners

Agree milestones

Summarise

Outline agenda for next meeting

Conducting the mentoring meeting

What makes a mentor/mentee?

Why be a mentor?

Mentor expectations

A patient listener and eagle-eyed Inspires trust Gives advice without dictating actions Encourages independence yet offers support Offers constructive criticism as well as compliments Open and honest A good role model through actions and words Willing to spend time, reach out, and share An effective intermediary

Mentee expectations Asks questions Willing to be mentored Strives to give his/her best at all times Accepts criticism graciously Learns from mistakes Has courage to try new things Accepts responsibilities Open and honest Respectful and grateful Listens, watches, learns, grows

Why Mentor? Satisfaction in knowing you had an impact on someone’s professional and personal development Develop leadership skills and build confidence A link with“the younger generation” Get a fresh perspective from your mentee Increase productivity Help develop your professional network Receive recognition from peers and superiors

Why Mentee?

Have an ally to help you through many

hurdles Benefit from another persons experiences Opens networks that would otherwise be

closed Life-long help with career advancement Practice for being a good mentor

Mentoring program

My way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls my mentee into new collaborative relationships and new systems of delivery.

Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of her life.

Life flow mentee