Mentoring in the Workplace
How to mentor well: setting the relationship up with clear expectations and confidentiality, letting the mentee own the agenda, sharing experience without dictating, opening doors, staying out of line-management decisions, and closing the relationship properly.
54m
Total time
4
Competency levels
12
Lessons
What you'll learn
- Explain what mentoring is and how it differs from coaching, managing and instructing
- Describe why organisations invest in mentoring, from knowledge retention to developing graduates and nationals
- Set a mentoring relationship up well: expectations, boundaries, confidentiality, cadence and an agreed focus
- Run mentoring conversations in which the mentee owns the agenda and your experience is offered as one data point, not an instruction
- Give developmental feedback kindly and specifically, and open doors through introductions, visibility and stretch opportunities
- Recognise the limits of the mentor role, refer on appropriately, and review and close the relationship well
Curriculum
Progress through each competency level in order.
1
Awareness
- 3mWhat Mentoring Is — and What It Is NotKnowledge
- 3mWhy Organisations MentorKnowledge
- 7mAwareness Check: What Mentoring Is ForAssessment
2
Knowledge
- 3mSetting the Relationship Up WellKnowledge
- 3mThe Mentee Owns the AgendaKnowledge
- 8mKnowledge Check: Setting Up and Running SessionsAssessment
3
Skill
- 3mDevelopmental Feedback and Opening DoorsKnowledge
- 3mPractice: Contract and Run a Mentoring CycleAssignment
- 8mSkill Check: Mentoring Conversations in PracticeAssessment
4
Mastery
- 3mBoundaries, Referral and Closing WellKnowledge
- 3mCapstone: A Full Mentoring Relationship, Reviewed and ClosedAssignment
- 7mMastery Assessment: Judgement at the EdgesAssessment
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