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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.

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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

  • What Mentoring Is — and What It Is Not
    Knowledge
    3m
  • Why Organisations Mentor
    Knowledge
    3m
  • Awareness Check: What Mentoring Is For
    Assessment
    7m
2

Knowledge

  • Setting the Relationship Up Well
    Knowledge
    3m
  • The Mentee Owns the Agenda
    Knowledge
    3m
  • Knowledge Check: Setting Up and Running Sessions
    Assessment
    8m
3

Skill

  • Developmental Feedback and Opening Doors
    Knowledge
    3m
  • Practice: Contract and Run a Mentoring Cycle
    Assignment
    3m
  • Skill Check: Mentoring Conversations in Practice
    Assessment
    8m
4

Mastery

  • Boundaries, Referral and Closing Well
    Knowledge
    3m
  • Capstone: A Full Mentoring Relationship, Reviewed and Closed
    Assignment
    3m
  • Mastery Assessment: Judgement at the Edges
    Assessment
    7m

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