Mentorship Guidebook

Corporate, Reinsurance and Investment Divisions Learning & Development

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TABLE OF CONTENTS
The Basics ..........................................................................................................................................2 MENTORING DEFINED............................................................................................................................... 2 BENEFITS OF MENTORING ........................................................................................................................ 2 YOUR ROLE AS A MENTOR ........................................................................................................................ 3 EXPECTATIONS OF YOUR PROTG .......................................................................................................... 3 GETTING STARTED .............................................................................................................................5 PREPARE .................................................................................................................................................... 5 RELATIONSHIP ROADMAP......................................................................................................................... 6 YOUR FIRST MEETING ............................................................................................................................... 7 YOUR SECOND MEETING .......................................................................................................................... 7 TIPS FOR SUCCESS AS A MENTOR ............................................................................................................. 9 MANAGING THE RELATIONSHIP........................................................................................................10 SUBSEQUENT MEETINGS ........................................................................................................................ 10 GIVING FEEDBACK ................................................................................................................................... 11 DEALING WITH CONFLICT ....................................................................................................................... 13 EVALUATING THE MENTORING RELATIONSHIP .................................................................................14 EVALUATING THE RELATIONSHIP............................................................................................................ 14 CLOSING THE RELATIONSHIP .................................................................................................................. 16 ADDITIONAL RESOURCES AND SOURCES ...........................................................................................17 BUSINESS INFORMATION CENTER RESOURCES ...................................................................................... 17 SOURCES USED IN THIS GUIDEBOOK ...................................................................................................... 17 APPENDICES ....................................................................................................................................18 APPENDIX A: APPENDIX B: APPENDIX C: APPENDIX D: APPENDIX E: APPENDIX F: FREQUENTLY ASKED QUESTIONS ................................................................................ 18 MEETING WORKSHEET ................................................................................................ 21 RELATIONSHIP ROAD MAP .......................................................................................... 22 CONVERSATION GUIDE ............................................................................................... 23 GOAL SETTING TEMPLATE........................................................................................... 25 ACTION PLAN TEMPLATE ............................................................................................ 26

Mentoring: The Basics

THE BASICS
MENTORING DEFINED A confidential, one-to-one relationship in which an individual uses a more experienced person as a sounding board for guidance. It is a protected, non-judgmental relationship which facilitates a wide range of learning, experimentation and development. - Industry Society (1995) It is important that both you, and your protg, understand what does and does not constitute a mentoring relationship, as detailed below: Mentoring is Mentoring is not
Development Tool Offering of advice, information or guidance by a person with useful experience, skill or expertise to support another individuals personal and professional development. Knowledge Sharing Opportunity It is a process that improves knowledge across business units, divisions and functions. Tied to Advancement A mentoring relationship provides no assurance of promotion or increase in compensation. However, both parties may develop competencies and skills that improve overall job performance. Replacement for Formal Training or Remedial Mentoring is a development process that employees undertake only after they have mastered basic job skills and knowledge. It is not used to correct poor performance. Management Replacement Mentors are committed to helping protgs achieve personal development. They do not have responsibility for their on the job performance or year-end performance ratings. Employee Assistance Program Mentoring is not an employee assistance program that provides employees with counseling on personal issues.

Organizational Culture Enhancer It can help employees better understand Manulifes operations, policies and culture.

Networking Opportunity Opportunity to grow employee networks.

BENEFITS OF MENTORING Listed below are potential benefits: Benefits of Being a Mentor
Personal fulfillment and satisfaction of helping others develop Gain exposure to talent within Manulife Improve Leadership Skills Gain broader knowledge of different business units, divisions and functions Tap into unique skills and competencies a Protg may possess Expands professional network Fulfills a development requirement of your own

Benefits of Being a Protg

Learn from the personal knowledge and expertise of a seasoned leader Gain input and another perspective on personal career goals and aspirations Gain broader knowledge of different business units, divisions and functions Gain new perspective on work situations / challenges Enhances self-esteem and confidence when interacting with senior leaders Increases job satisfaction and effectiveness

Benefts to Manulife
Creates a culture of development Drives employee engagement and retention Fosters productivity and performance Increases cross divisional communication Provides a low-cost development opportunity Helps to build the leadership competencies and business capabilities necessary to achieve results for all Manulife stakeholders

Mentoring: The Basics YOUR ROLE AS A MENTOR At the beginning of the mentoring relationship, it is important to understand your role and responsibilities as a mentor. The following chart will help you determine your role, and the most effective behaviours related to being a mentor:

Key Roles
Advisor

Effective Behaviors
Acts as a sounding board and facilitator Maintains privacy / confidentiality

Ineffective Behaviors

Protector Developer

Broker Challenger

Clarifier

Affirmer

Fixes problems Assumes responsibility for protg Supports, is a safety net Fights battles Ensures a safe environment to take risks Overprotects Gives structure and direction Dictates, controls learning Provides guidance based on observations Looks for quick-fixes during interactions with protg Provides general criticism or Empowers protg to handle his/her problems judgment independently Tell protg what to do Identifies skill or competency gaps through a Allows for personal biases third party lens Abdicates, does not follow up Positively challenges, pushes toward highest Pushes too far too soon standards Discounts protgs thoughts and opinions Helps protg explore potential career opportunities Teaches organizational values and politics Removes obstacles so protg does not have to deal with organizational politics Gives needed support, enhances self-esteem Gives too much feedback Discounts protgs feelings or concerns

Other role and accountabilities as a mentor include: Ensuring meetings are structured around specific topics that will promote discussion and learning Sharing knowledge, expertise, background, professional history and work experiences, including both successes and failures Providing honest feedback and encourages open dialogue Building rapport with your protg Holding your protg accountable Honoring meeting commitments with your protg

EXPECTATIONS OF YOUR PROTG Protgs must be active learners in this relationship, but also active participants in furthering the development of their mentors. Protgs must be open to sharing career goals, successes and failures, and receiving feedback and advice, as outlined below: 3

Mentoring: The Basics

What You Should Expect From Your Protg

Core Performance Expectations

Time Commitment Obligations

Be willing to discuss failures and successes Demonstrate a genuine interest in being helped by a mentor Demonstrate application of learning obtained through the relationship Exhibit a desire to improve in a certain area or learn a new skill Identify professional development goals, priorities, and career interests Listen actively Provide honest feedback to the mentor Seek ways to achieve objectives and contribute ideas for solving particular problems Maintaing privacy/confidentiality of development conversations Provide input to assess and improve the mentoring program Take advantage of organizational resources Track development and career progress

Be accountable for scheduling meetings with mentor Be respectful of mentor's time and energy Commit the requisite time and energy Do the necessary pre-work for mentoring conversations Follow up on action items identified during development conversations Informally communicate on a regular basis with mentor Attend mentoring-related meetings and events

Getting Started

GETTING STARTED
The beginning stages of the mentorship are the most significant in setting a strong foundation to build the relationship on. An effective mentoring relationship has established expectations of what you and your protg would like to get out of the relationship, trust built between you and your protg, action plans, and commitment to meeting on a regular basis. PREPARE Before you meet with your protg for the first time it is helpful to do some research and learn whatever you can about them. Define your goals and objectives for what you want to achieve through this relationship. Also, think about your own mentoring experiences; what worked and what didnt. Thinking about the following in advance may help you prepare for your mentoring role and give you some discussion points. What career experiences have helped me most in my own professional development? What were the most important lessons learned from those experiences? What would I want to pass on from those lessons? How have my mentors helped me and my development? What kinds of mentoring experiences have been most helpful to me? What are my major strengths and talents? What are my weaknesses? How much time and effort can I realistically devote in working with my protg? What might be challenging about this relationship?

Setting the Foundation for Your Relationship A good mentoring relationship starts with preparation by both parties. On the next page you will find a Relationship Road Map to help you plan out the beginning stages of your mentorship.

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Getting Started RELATIONSHIP ROADMAP Action Items Prior to first meeting Do research on your protg Identify your expectations for the mentoring relationship. Define your objectives and goals of the mentoring relationship. First meeting Clarify roles and responsibilities. Share each of your objectives, goals, and expectations of the mentoring relationship. Define ground rules for the relationship (e.g. confidentiality, openness, candor etc.) Set a timetable for your future meetings and decide who will schedule the meetings. Discuss action items to be completed before the next meeting. Second meeting Create an Action Plan Discuss action items to be completed before the next meeting. Subsequent meetings Review progress on actions items determined at the end of the last meeting. Discuss items of interest, current challenges, recent successes, etc. (See Managing the Relationship) Every three months, assess the effectiveness of the relationship. (See Evaluation) Discuss action items to be completed before the next meeting. NOTE: Additional copy can be found in Appendix C Notes

Getting Started YOUR FIRST MEETING There are many topics of conversation that can help develop a comfortable mentoring relationship. Good mentors always listen more than they talk. Understanding your protgs career objectives and his/her present career situation will help you guide the mentoring relationship. To guide your first mentoring conversation here are some examples of questions which will help you get to know one another and establish mutual expectations and goals. Make notes of your protgs answers for future reference (See Appendix D for Conversation Guide Template). What are the most important things you should be accomplishing in your job? Do you feel successful in your job at this time, if not, what is preventing you from succeeding? What do you like best about your job? If you could add variety, autonomy and importance to your job, what would you do? What are your career goals? What have been the most significant learning experiences in your career? What do you think hinders your success? What knowledge, skills and abilities do you feel I possess that would most benefit you? What do you want to know about me? What do you want most from me? What do you think we need to do to make this mentorship work? Are any topics off limits? What do you need right now today? What is the best way to give you feedback? What criteria would you like to use to evaluate the success of the relationship?

It is a very good idea for you and your protg to sign an agreement that outlines how you intend to work together. The agreement should note the following: Mutual expectations for the relationship o Listing the necessary contributions that both must make so the relationship will work o Determining who has the main responsibility for driving the relationship Agreement on confidentiality and mutual feedback (See Sample Mentorship Agreement on page 7) Also, you and your protg should create a set of specific short term and long term objectives for the relationship. Your protg should come prepared to document these using the goal setting template (See Appendix E). YOUR SECOND MEETING In your second meeting, together, you and your protg should create an action plan to achieve the goals and objectives that your protg established in your first meeting. You should help your protg determine where to focus and how best to accomplish goals. The action plan template (See Appendix F) can be used to document the initial action plan and can be continuously updated, as needed.

Getting Started

Mentorship Agreement
Under the Corporate, Reinsurance and Investment Divisions Mentorship Guidebook we, _______________________ (Protg) and _______________________ (Mentor), agree to enter in a mentoring partnership. We agree to be open and honest when sharing feedback and knowledge. We will work together to accomplish the goals set for this relationship. We agree to honor the confidential nature of this relationship. Information exchanged in our meetings, both written and verbal, shall not be disclosed to any party outside of this agreement unless we both agree otherwise or need to disclose the information for legal or ethical reasons. We will meet a minimum of ________ hours (to be determined by mentor and protg) per month over the next __________(establish time frame with your protg). It is the responsibility of ________________(determine with protg) to schedule ongoing meetings. After _____________ (mid-point of time frame decided for the relationship) we will together evaluate whether we wish to continue this relationship. We have discussed and agreed to the following goals and objectives for our partnership: 1.

2.

3.

4.

_________________ Protg name _________________ Mentor name

_____________________ Signature _____________________ Signature

(__)__________ext:______ ____________ Phone Number Date (dd/mm/yy) (__)__________ext:______ ____________ Phone Number Date (dd/mm/yy)

Getting Started

TIPS FOR SUCCESS AS A MENTOR Below are some tips to help you facilitate effective mentoring and create a supportive environment for your protg to learn. Appreciate signs of growth Listen carefully to what your protg says Ask good questions Share your thoughts and feelings Always be on time for scheduled meetings Be a role model Strive for mutual respect Be honest Provide experience-based learning

Additional activities you could consider doing are: Holding all meetings outside of your office (e.g. go for lunch, meet for coffee, go for a walk) After each meeting send a note to your protg describing how you benefited from the conversation Invite your protg to some of your key meetings or have him/her observe you as you work Observe your protg giving a presentation. Get permission to offer your feedback privately Introduce your protg to at least two people who could be helpful to him/her Help your protg research several career paths he/she might take within the organization Share a difficult decision you made recently and discuss what inputs you considered when making the decision and its outcome. Ask your protg what he/she might have done differently Send interesting articles to your protg Make a note of important personal events in the life of your protg (e.g. birthday, company anniversary) Attend educational events together (internal and external) Find opportunities to interact with your protg outside of work (e.g. volunteering together)

Managing the Relationship

MANAGING THE RELATIONSHIP

SUBSEQUENT MEETINGS During your meetings, there are many topics that can be discussed. It is important to keep your meetings well planned, if not, you may find yourself in the position of being unable to have a valuable discussion with your protg, not meeting your objectives and those of your protg. To ensure you are always prepared: Ensure there is an agenda set for each meeting. Together set next steps at the end of each discussion and clarify who is responsible for each.

While the protgs objectives should lead the meeting, if he/she is uncertain of what to discuss, you must be ready to help. Here are some topics you can use in your meetings to provide a good starting point for your discussions: What successes have you had in your job recently? Why were they successful? When you needed to persuade or motivate others, what was your strategy? Which relationships have been difficult for you at work? Where and how could you improve the effectiveness of your team? What tough decisions have you had to make in your job recently? What opportunities or challenges do you feel they created for you? What decisions are easiest for you to make and which ones are the most difficult? Why? What prompted you to take your current job? What do you see as the next logical step for your career? What doubts do you have around being able to reach the next step? What is your long-term vision for your career? What are your current strengths and development areas? What steps are you taking to improve there? What individuals, books, experiences, or events have most impacted who you are? What are you passionate about (work-related or not)?

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Managing the Relationship

GIVING FEEDBACK There are times in the mentoring relationship when the mentor may see a need to suggest changes to his/her protgs behavior or approach he/she may have taken in regard to their job or a project they are working on. It is important that the mentor provide feedback to the protg, however it must be constructive and provide the protg with information that they can use to help them in managing the situation better the next time. For the mentor, the way feedback is approached will impact how the message is received, particularly when it involves recommending behavior change. Constructive feedback needs to be thoughtful and planned. Feedback should be: Prompt (delivered immediately, not at a later date when both partners have to rely on memory to reconstruct the situation) Specific (avoids generalizations, e.g. you always..) Constructive (always thinks about solutions as well as problems) Objective (looks at situations without emotions) Honest and respectful (never judgmental or demeaning)

Use the DESC Model:

ESCRIBE
Describe the behaviour (words and actions) that needs to be reinforced, improved, refocused, or changed. How can we take a different approach the next time to ensure that all the details have been reviewed?

XPLAIN
Explain the impact that the behaviour is having on results. Having all the details in the document is important as it can have an impact on our senior management buy-in. 11

Managing the Relationship

PECIFY and

OLVE

Specify in behavioral terms what is required. Use language that reinforces the desired high performance behaviors. Lets be sure to include data and analysis in our reports. By doing so, this will enhance the quality of the report and answer senior management questions. Solve by asking what they think will make the situation/or themselves more effective/productive. Ask open-ended questions to create discussion. How might you do this differently next time? How do you think it went? What can you do to make sure this happens? How can we work together to change/improve this? What am I missing?

LARIFY and

HECK

Clarify consequences in a positive manner. If you focus on this, then Check for understanding and/or agreement. So we agree that How does that sound? Feedback is a process that, when managed well, can help you deliver messages effectively. When giving effective feedback, several aspects should be considered. Create the right environment allow enough time in a location free of interruptions. Plan carefully what should be communicated. Reflect on the message before it is delivered. Let the protg know why it is important to share the feedback (provide context). When giving the feedback, ensure the tone is appropriate and sounds professional and supportive. Provide time and opportunity for the protg to absorb the feedback, ask questions, and provide comments or additional information. Express support to the protg and work together on feedback action.

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Managing the Relationship DEALING WITH CONFLICT There may be times when the mentor and protg disagree or experience conflicts. Recognize that these situations can be great opportunities to learn from each other and may strengthen the relationship in the longer term. Why conflict exists: People care People are different People are interdependent People have expectations

Steps to Resolving Conflict Acknowledge that conflict exists Gain common ground Seek to understand all points of view Attack the issue, not each other Develop an action plan

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Evaluation

EVALUATING THE MENTORING RELATIONSHIP

EVALUATING THE RELATIONSHIP
To ensure a successful mentor/protg relationship, it is important for you to conduct regular evaluations. The effectiveness of the relationship should be assessed and formally discussed to ensure that the mentoring relationship remains beneficial to both you and your protg. The following templates can be used to facilitate a conversation with your protg: Evaluation for Midpoint of the Relationship:

Questions to Ask Your Protg

Am I providing you with the right kind of support? Enough Support? Am I helping you see the big picture? Do you feel that I am challenging your behaviors and assumptions, not you as a person or your intellect?

Notes

Questions to Ask Each Other

Are we meeting with the appropriate frequency and for the right length of time? Are you following-up on our action items coming out of each meeting? Am I doing a good job following up on mine? What do you like most about our mentoring relationship? What do you like least? Are you learning from this relationship?

Notes

What skills are you building as a result of this relationship? How are we progressing on the goals and objectives you set at the beginning of the relationship?

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Evaluation Evaluation for End of the Relationship:

Questions to Ask Your Protg

Am I providing you with the right kind of support? Enough Support? Am I helping you see the big picture? Do you feel that I am challenging your behaviors and assumptions, not you as a person or your intellect?

Notes

Questions to Ask Each Other

Are we meeting with the appropriate frequency and for the right length of time? Are you following-up on our action items coming out of each meeting? Am I doing a good job following up on mine? What do you like most about our mentoring relationship? What do you like least? Are you learning from this relationship?

Notes

What skills are you building as a result of this relationship? How are we progressing on the goals and objectives you set at the beginning of the relationship? How do you see this relationship benefiting your career development in the long-term? Would you like to continue the mentoring relationship?

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Evaluation CLOSING THE RELATIONSHIP Once you and your protg have reached the end of the mentor/protg experience, you can decide whether the relationship will continue or end. Set an agenda item for your final meeting to discuss ending/continuing the relationship. Both the mentor and protg should have a say in the decision. If you and your protg decide you wish for the relationship to end, it is important that you professionally close the relationship. You can consider the following points for ending a mentorship: Discuss what occurred in the Mentoring relationship. Regardless of the reason why you would like to end the partnership, it is important to give your protg clear feedback about what they might do differently and what they did well. Share positive and negative feedback on performance within the relationship. Review the goals of the relationship and discuss the lessons learned to help both of you work more effectively with others in the future. Extend thanks for the relationship either in person, via email or in writing.

If you must end the relationship based on extenuating circumstances (i.e. if job changes or for personal reasons, or other) notify your protg that you wish to end the relationship. In such circumstances it is recommended that this be done in person.

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Additional Resources and Sources

ADDITIONAL RESOURCES AND SOURCES

BUSINESS INFORMATION CENTER RESOURCES For more information on the topic of mentoring, please visit the Business Information Centre located at 200 Bloor Street, North Tower 2. Please find some related articles below: 1) Carvin, Beth N., The Great Mentor Match. T&D January 2009: 46-50. On-line. 2) Hersch, Warren A., Learning the Ropes Through Mentoring. National Underwriter. January 16, 2006. On-line. 3) Homsey, Harvey H.H. "Mentor or Protege? A Formal Mentorship Program Is the Answer: Many a Franchisee and Franchisor Have Grown Their Businesses Because of a Mentorship Program." Franchising World 1 Jan. 2010. On-Line. 4) Horvath, Michael, Laurie E. Wasko, and Jessica L. Bradley. "The Effect of Formal Mentoring Program Characteristics on Organizational Attraction." Human Resource Development Quarterly 19.4 (2008): 323-49. On-line. 5) Kay, Fiona M., John Hagan, and Patricia Parker. "Principals in Practice: The Importance of Mentorship in the Early Stages of Career Development." Law & Policy 31.1 (2009): 69-110. Online.

SOURCES USED IN THIS GUIDEBOOK Corporate Leadership Council www.clc.executiveboard.com

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Appendix A

APPENDICES
APPENDIX A: FREQUENTLY ASKED QUESTIONS Q: As a mentor, will I formally evaluate my protg? A: The mentor/protg relationship is very different from the manager/staff member relationship. Managers are responsible for the day to day management of the staff members performance while mentors provide guidance to the protg on the own development but do not participate in any formal evaluation of the protg. Mentors do not provide feedback to their protgs manager. Mentor/protg conversations should be confidential unless there is an extreme circumstance (the issues involves a crime of some sort, a potential for danger to a person, a severe risk to the company, or a danger to you). In the event of these circumstances contact Employee Relations - 416-926-5376. Q: What if the mentors experience and knowledge are not aligned with the protgs goals? A: Begin the relationship by thinking positively and clarifying expectations. Be honest talk through any issues and establish how much support the mentor can offer including assisting the protg in finding other networks and sources of information. In some cases, it may make sense to change goals based on the value of the relationship. Q: How do I handle confidential matters or personal issues? A: Early in the relationship, discuss what confidentiality means to both parties and respect what you decide. Determine what topics are off-limits. Establish ground rules to help develop trust with one another and be sure to tell your protg that the information discussed will not be shared with friends, family members or colleagues. Discuss exceptions to your confidentiality agreement, including situations requiring disclosure for ethical or legal reasons such as fraudulent matters, harassment issues and legislative requirements. In the event of these circumstances contact Employee Relations - 416-9265376. Q: How do I manage time constraints? A: Tips for managing time constraints: Establish ground rules by communicating current time commitments and setting a schedule early in the relationship To make the best use of time, consider using the Mentoring Agreement to outline goals and the Meeting Use a worksheet to structure status meetings Plan meetings around already scheduled activities when it makes sense Be flexible and adjust schedules accordingly Allow a few minutes at the end of each meeting to reflect and debrief. It will help prepare for the next meeting and ensure that it is productive and valuable to both parties Discuss effective time management skills Make the partnership a priority and do not cancel unless absolutely necessary 18 Mentorship Guidebook

Appendix A Q: How do I manage diversity (cultural/language/age) challenges? A: As in any relationship, identify the value each individual brings to the relationship and be openminded and have patience. Remember that its a two-way learning opportunity and recognize and respect the differences (e.g welcome new perspectives, new ideas, etc). Value the type of experience rather than the number of years of experience. Q: How do I manage lack of chemistry or personality conflicts? A: There may be times when the mentor and protg disagree or have conflicts. Recognize that these situations can be great opportunities to learn from each other and may strengthen the relationship in the longer term. Give the relationship more than a few meetings. Get to know your protg - dont write him/her off right away. Be up front and honest while being open and respectful. If things still are not working for either party, then consider parting ways. Q: How often should I meet with my protg? A: Accessibility and regular meetings are essential for building the mentor-protg relationship. It is recommended you meet a minimum three hours per month, however could be more if you choose. It may make sense to set monthly meetings for the same time each month for ease of scheduling. Never leave a meeting without scheduling your next meeting. Q: Where is the best location to meet with my protg? A: An informal setting is best for your meetings with your protg. Lunch or coffee outside the office is acceptable. If its not possible to get outside of the office, move to a conference room or someplace confidential outside of your office that is a neutral meeting place. If it is not possible to meet in person, schedule a phone meeting. Q: How do we ensure commitments are kept? A: Set reasonable expectations at the beginning of the relationship and sign a partnership agreement. Confirm deliverables at the end of each meeting and follow-up if necessary. Q: Can I continue my mentoring partnership beyond the agreed upon time with Protg? A: Yes! Mentor-protg relationships can continue for as long as both parties desire based on the mutual interest of both the mentor and protg.

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Appendix A

Q: How will I know if the mentoring partnership is a success? A: There are several indicators that the partnership is successful: Developmental goals are being achieved It is a priority there are very few cancellations or changes of dates Both parties enjoy the experience and are being stretched by it The protg emerges from each meeting with a new insight into an issue and energized to take action There is a high degree of positive challenge

Q: How do I end the mentoring relationship? A: In consideration of the time and energy required to maintain a mentoring relationship the decision to extend or end the relationship should be a mutual one between you and your protg. Set an agenda item for your final meeting to discuss ending/continuing the relationship. If you decide to end the relationship, review the goals of the partnership and discuss the lessons learned to help both of you work more effectively with others in the future. Professionally close out the partnership and make the last impression a positive one.

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Appendix B APPENDIX B: MEETING WORKSHEET

This worksheet provides a practical way of preparing for meetings in order to make them more productive. It also provides a place to capture deliverables and provide an easy way of re-visiting key learnings. Make copies of this worksheet and use it to chronicle your mentoring experience.

Meeting Date: Agenda: Key notes/learning from meeting: Deliverables for Next Meeting: Possible Topics for Next Meeting:
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Appendix C APPENDIX C: RELATIONSHIP ROAD MAP Make copies of this as needed. Action Items Prior to first meeting Do research on your protg Identify your expectations for the mentoring relationship. Define your objectives and goals of the mentoring relationship. First meeting Clarify roles and responsibilities. Share each of your objectives, goals, and expectations of the mentoring relationship. Define ground rules for the relationship (e.g. Confidentiality, openness, candor etc.) Set a timetable for your future meetings and decide who will schedule the meetings. Discuss action items to be completed before the next meeting. Second meeting Create an Action Plan Discuss action items to be completed before the next meeting. Subsequent meetings Review progress on actions items determined at the end of the last meeting. Discuss items of interest, current challenges, recent successes, etc. (See Managing the Relationship) Every three months, assess the effectiveness of the relationship. (See Evaluation) Discuss action items to be completed before the next meeting. Notes

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Appendix D APPENDIX D: CONVERSATION GUIDE The following suggested questions for both you and your protg to consider in preparation for your first meeting. You may want to consider bringing this with you to your first meeting. Make copies of this as needed.

Questions to Consider
What do you see as my role?

Notes

What ground rules should we set (eg. confidentiality, openness, candor)? What topics are off limits (eg. Performance reviews, personal lives)?

What do you think will be challenging about this relationship? Are there any topics of urgent interest?

What topics do you want to cover in our conversations? What do you hope to gain from this relationship? How do you prefer to communicate between meetings? How often would you like to meet (length, time, frequency)? What are the most important things you should be accomplishing in your job?

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Appendix D

Questions to Consider
Do you feel successful in your job at this time, if not, what is preventing you from succeeding? What do you like best about your job?

Notes

If you could add variety, autonomy and importance to your job, what would you do? What are your career goals?

What have been the most significant learning experiences in your career? What do you think hinders your success?

What knowledge, skills and abilities do you feel I possess that would most benefit you? What do you want to know about me?

What do you think we need to do to make this mentorship work? What is the best way to give/receive feedback? What criteria would you like to use to evaluate the success of the relationship?

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Appendix E

APPENDIX E: GOAL SETTING TEMPLATE Make copies of this as needed. Protg Name: Mentor Name: Date:

Mentorship Goals Goal #1:

Objective #1:

Objective #2:

Objective #3:

Objective #4:

Goal #2:

Goal #3:

Goal #4:

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Appendix F APPENDIX F: ACTION PLAN TEMPLATE Make copies of this template as needed.

Protg Name: Goal :

Mentor Name:

Date:

Objectives to Achieve Goals

Protgs Action Steps

Mentors Action Steps

Potential Barriers

Success Measures

Target Completion Date(s)

Objective #1:

Objective #2:

Objective #3:

Objective #4:

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