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  1. 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 wants Invigorate 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 team Implement 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
  2. Proposed Initiatives - Timelines Aug + Sept 2012 1 + 1 Meetings Oct 2012 1 Meeting Dec 2012 2 Meetings Jan 2013 1 Meeting 1 Network Mar + Apr 2013 1 + 1 Meeting Jun + Jul + Sept + Oct + Dec 2013 1 + 1 + 1 + 1 Meetings 1 Network Initiatives deployment, quick-wins identification & implementation Target and Timelines Validation of Synergies Mentoring Architecture Mentoring Operations Reaching Goals Closure Instal l 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
  3. 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
  4. Phases of our mentoring relationship
  5. 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.
  6. Phases of relationship development
  7. 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
  8. What makes a mentor/mentee? Why be a mentor?
  9. 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
  10. 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
  11. 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
  12. 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
  13. 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.
  14. Life flow mentee