2. What is mentoring?
“To help and support people to manage
their own learning in order to maximise
their potential, develop their skills,
improve their performance and become
the person they want to be.”
Parsloe & Leedham. (2009) Coaching and mentoring.
2nd Revised edition. Kogan Paul.
3. Role of the mentor
To:
understand the professional registration process
provide support and advice when needed
encourage mentees to develop themselves and their skills
suggest ways to go about finding information
be a sounding board for ideas
help with reflection
challenge mentees ideas and perceptions
give constructive feedback
pass on knowledge and experience
suggest points of contact in the wider profession and open
doors to opportunities
listen
4. Role of the mentee
To:
take charge of their own development
set their own agenda for meetings
ask for help and advice when needed
think and be critical when necessary
share their thoughts
collect evidence
refer back to the criteria
reflect, reflect, reflect
have the ability to give and receive constructive feedback
keep in touch with their mentor
listen
5. Mentoring agreement
It is essential that you define and agree a
structure for the relationship together, so you
both know what to expect from each other
review every 6 months
will hopefully prevent relationship breaking down
mentee to inform Cilip and send off signed Mentor
Agreement
6. What to do if it’s not working
Discuss the problems with your mentor to see
they can be resolved
If either or both of you are unhappy, fill in the
mentor completion form and find a new
mentor
Essentially the mentor – mentee role is a relationship between the two parties. Rapport between the two of you is key to the relationship working and providing you the mentee with what’s best for you. It requires trust and the ability to talk openly.
In relation to having your line manager as your mentor, there may be conflicts of interest between their supervisory and mentoring responsibilities and between their commitment to the individual and to the organisation. It’s perhaps best if your mentor isn’t your line manager, as you may feel uncomfortable critically evaluating the service in front of them. Some managers could feel their authority and influence was being undermined by a mentor. In some organisations however it may have been set up so that a group of you are taken through the process by your line manager.
Ultimately its up to you
It’s also best to choose someone outside of your sector, it allows for more objectivity and encourages new ideas and thoughts to occur. It may also provide more or different opportunities which will help with the wider professional context.
It can be very difficult to find a mentor, email one person at a time and persevere.
Objectives for the learner and the mentor
Boundaries to issues covered, e.g. personal problems excluded? confidentiality
Methods for communication: face-to-face meetings, telephone, email When to contact, who will contact?
Frequency and length of meetings: regular, on demand, by arrangement
Location of meetings: a work place or neutral ground
Is an agenda required? Who will set it? Will minutes be kept? By whom?
How will progress be reviewed? Will it relate to objectives?
Arrangements for ending the relationship. It can be time limited or end when either partner feels it is no longer of value or they cannot maintain the commitment.
Lots of reasons why it may not be working:
Don’t get on
Mentor not providing you with the support you need
Your moving and want someone nearer
Mentor ceasing to be a mentor