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Mentor - Coggle Diagram
Mentor
What is mentoring?
Clutterbuck defined mentoring as Offline help by one person to another in making significant transitions in knowledge, work or thinking...A mentor is a more experienced individual willing to share knowledge with someone less experienced in a relationship of mutual trust
Both coaching and mentoring focus on a learner's thinking, both coaches and mentors use their experience to craft powerful questions, both see advice-giving as permissible (but not as a first resort), both have a duty of care towards the coachee/mentee and both base their communication on a mutually trusting relationship
A mentor is more likely to make introductions and to develop a mentee's network, they are more likely to explain organisational politics and they are more likely to be someone who has previously trodden the path and hence has inside knowledge in the area within which the mentee is currently working. A coach is more likely to provide feedback is more likely to engage in a short or medium term contract that is formalised and defined and they are therefore more often likely to be entering into a paid relationship as is true with an external coach with a coachee
Micheal Heath (2012)has created a useful classification of four types of mentor that a governance professional may find themselves enacting to support board members
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Trends in mentoring
Mentoring, especially in North America has often been seen as a sponsoring mechanism whereby one acquires a somewhat trophy senior leader as a mentor to enable accelerated climbing up the organisational greasy pole
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Within this paradigm and relevant to boards in relation to the issue of diveristy, there has been a significant drive to provide mentoring for high performing mentoring for high-performing women so that they might gain both the career and personal learning benefits that mentoring can bring
A second key trend in mentoring is the concept of reverse mentoring - this is when usually younger and less senior employees mentor older and more senior leaders in a particular competency that they have, most commonly related to technology and digital skills
The case for mentoring
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Many of the organisational benefits of coaching are mirrored in mentoring as found in a Deloitte (2012) report noting that retention was 25% higher in companies that engage in mentoring
Mentoring is also a skillset that may be useful by governance professionals to support executives and non-executives alike as well as developing professionals who are a few steps below them on the professional ladder