Was sind die effektivsten Methoden, um neue Mentoren auszubilden?

Mentoring is not an art, it's a skillset that you can learn if you want to. What might be "artistic" about it comes from the degree of empathy, listening, and knowledge you bring to the conversations. Mentee growth and outcomes are all the result of the mentee's decisions along the way. You are there to hear what their ideas are, give them meaningful feedback on them and leave the decision-making up to them. Helping the mentee become more aware of their choices and capabilities is something you can do professionally or personally. Coaching tells people how to act differently, based solely on the coach's perspective on "the right way to do things". Mentoring is helping each mentee find THEIR best actions to achieve THEIR desired results.

Mentoring is an Art. An art because each situation is unique and as a mentor you carry a great responsibility on your shoulders when you mentor someone. Mentorship is different from coaching because when you coach you guide but when you mentor you become the catalyst and enabler for the mentee so the mentee is able to take the right course of action. Being a mentor needs a lot of patience, great listening skills and the ability to ask great questions from the mentees since the answers lie within and the mentee is to be guided on the path to take their own decisions weighing all the available options.

Training new mentors is essential to ensure they possess the skills and knowledge necessary to make a meaningful impact. A comprehensive orientation that enables them to understand the organization values, mission, and mentoring objectives. Work with them to prepare them for active listening, effective communication, problem-solving, and empathy. Encourage new mentors to participate in peer learning sessions where they can share experiences, challenges, and best practices with one another, Foster a culture of self-reflection among mentors.

1. If mentee fails repeatedly, how should mentor stand . 2. What experience ,skills and competencies , mentor needs to qualify for or sought ?

This mission and vision is critical. We always recommend clear values too! A mentoring programme needs to be designed well at all stages to both enable and protect everyone involved - mentees, mentors, stakeholders and the funding organisations. The best programmes we see are when we can help at the pre launch stages where mentoring programme leaders gain guidance and training. This means all aspects are considered so it becomes a sustainable impactful mentoring programme rather than a short profile PR mentor project. Our top tip is to align clearly all the mentoring programme vision, values and goals to the stakeholders purpose and vision so everything feels naturally connected 😊

The mentor training can be done through all these channels and all gain results. The biggest win is with face to face small group training where delegates can fully discuss and explore mentoring in practice. The feedback we get from our mentor delegates is that the face to face training helps them to become better at managing themselves and better at leading others. The impact therefore of face to face training is bigger than just helping the mentee. Yes the content will need tailoring otherwise it just isn’t practical! The tailoring is for delegates experience, background, mentoring experience, specific mentee group needs and for programme needs. The list of skills/knowledge covered therefore will be much wider than listed here.

Para alguém que deseja aproveitar seu conhecimento, experiência e resultados, não há como fazer essa transição para a atuação como mentor sozinho. Primeiramente, é importante identificar as áreas de atuação possíveis e quais são suas experiências mais significativas que podem beneficiar outros profissionais. Depois, é interessante que o novo mentor busque auxílio especializado de um mentor mais experiente ou coach, que poderão lhe trazer clareza sobre como funciona o processo, além de direcionar o posicionamento e a abordagem que o novo mentor deverá adotar.

Create mentor support networks where experienced mentors mentor the new mentors. This mentorship hierarchy fosters knowledge exchange and creates a supportive ecosystem for mentor development.

A mentoring programme leader is a vital part of any programme. They can be in house and training for this role is very helpful if that is the case as there are lots of areas to consider. The areas identified here under mentor coach/mentor supervisor are valid ones. Other areas include supporting mentees at difficult points, dealing with conflicts of interest, encouraging retention and engagement of mentors, supporting mentor team community, sharing mentor best practice training, reviewing continuous professional development, checking in with mentors for mentee progress, reporting on impact, feedback to stakeholders, sharing illustrations/case studies, checking for adherence to programme values, visions, goals and standards.

It's great to learn from those who are (or recently have been) in the same role as yourself. In many cases, they may be your coworkers, and having a regular conversation about how to better perform, or what pitfalls to avoid can be not only immediately applicable, but comforting to know that you're not alone in the challenges you're facing. However, branching beyond your own organization has many valuable aspects as well. Though no one should be exchanging trade secrets or confidential information, meeting and talking to others in the same role you're in can reveal best practices you'd not yet discovered and expand your network of similarly situated individuals when you need advice or could offer some of your own.

A well designed mentoring programme will have ongoing learning and learning review built in. The learning ideas noted here are valid ones. We see however that tailored action planning to learning needs in the form of discussion based planning on key areas of mindset awareness, self observation and the effective use of reflective practices work much better for mentoring. By the mentoring leader exploring the mentors practice they can help each mentor identify areas to build on, expand or start practicing.

The recognition of mentors is very helpful for the engagement and retention of the team. Profile also helps both new mentors and new mentees get engaged in programmes as there is more awareness and confidence it is right for them. There is a watchpoint here however that by the reward volunteering as a mentor is not done as a tick box for that badge. A good mentor onboarding and acceptance programme will help protect against that.

Do understand Mentorship is an evolving process, acknowledging and appreciating mentor's contributions publicly, this not only boosts their morale but also sets an example for others, encouraging a positive mentoring environment.