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For a better today and Tomoro
“Who says what in which channel to what effect.”
Mentoring is a tool that organizations can use to nurture and grow their people. Itcan be an informal practice or a formal program. Mentors demonstrate, explain andmodel.
"Mentoring is an alliance,that creates a space for dialogue,that results in reflection, action and learning." 
The Philosophy of Mentoring
:Mentoring is a gift that is shared. It is a relationship that enables purposefulconversation. The conversation assists the mentoree to reflect on their own experience,make informed decisions and act upon the ideas that are generated.The purpose of mentoring is development. It is about learning not teaching and both mentors and those mentored grow from the experience.In mentoring, people develop a synergetic relationship through a conversation thatenables them to set and achieve goals, make decisions and solve problems.For a solid mentoring program following assumptions form the foundation
 
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Deliberate learning is the cornerstone:
The mentor's job is to promote intentional learning, which includes capacity building through methods such as instructing, coaching, modeling and advising.
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Failure and success are both powerful teachers:
Mentors, as leaders of a learning experience, certainly need to share their "how to do it so it comes out right" stories. They also need to share their experiences of failure, ie., "how I did it wrong". Both types of stories are powerfullessons that provide valuable opportunities for analyzing individual andorganizational realities.
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Leader need to tell their stories:
Personal scenarios, anecdotes and case examples, offer valuable, oftenunforgettable insight. Mentors who can talk about themselves and their experiences establish a rapport that makes them "learning leaders."
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Mentoring is a joint venture.
Successful mentoring means sharing responsibility for learning. Regardless of thefacilities, the subject matter, the timing, and all other variables. Successfulmentoring begins with setting a contract for learning around which the mentor, the protégé, and their respective line managers are aligned.
The Mentoring Mindset:
Traditional mentoring grew from the concept of the older and wiser guiding theyoung and aspiring. Masters and apprentices, patrons and protégés andmastermind (expert/novice) mentoring continue this paradigm.
 
Contemporary mentoring has many forms and frequently people regard each other as partners, colleagues or peers, ignoring age, status or power. This moreegalitarian approach suits today's generation and has much to offer.
Contrasting the Traditional Mentoring Paradigm with Contemporary ThinkingTraditional ParadigmContemporary Thinking
The mentor picks a protégéYou look for mentorsA mentor is someone more seniorA mentor is someone you can learn fromregardless of age or positionYou should have a lot in common withyour mentor Difference provides potential for greater discovery, challenge and growthMentoring is for young peopleMentoring is for anyone at any stage of lifeor career You have one mentorYou may have mentors for different aspectsof life and career Mentoring is one-to-oneMany ways to mentor - individual, groupand mentoring circlesMentors tell you what to doA mentor is a sounding boardMentors gives adviceMentors assist your decision-making and problem-solvingYou are a mentor or a mentoreeYou are both mentor and mentoreeYou need a mentorA mentoring mindset enables you to gaininsight by interacting with others with or without formal relationships
 Mingle with the employees, stop and talk to them... Most important, listen to what theyhave to say. For that’s how you can get the best out of your people
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More than ever before, organizations, large and small, are looking outsidetraditional mentoring paradigms to raise the bar on the practice of mentoring by creatinga mentoring culture.
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