The Mentoring Process

Mentoring does not have to be a complicated process or business. Once it is designed to fit a need, it can be a highly effective and simple method to implement, something that will be easy to use once it is established. Although it consists of certain processes and procedures, mentoring is like fine art in that it requires creativity in design and implementation. It is also a practice that needs flexibility and adaptability and will need participants to look beyond the mere series of techniques to put it into practice more effectively.

Click here to view a video on what the benefits of a mentorship programme is?

Step 1: Creating a Climate for Potential Leaders

Those who believe in our ability do more than simulate us – they create an atmosphere in which it becomes easier for us to succeed. Creating an environment that will attract leaders is vital to any organisation. Doing that is the job of the leaders. They must be active, they must generate activity that is productive, and they must encourage, create, and command changes in the organisation. They must create a climate in which potential leaders will thrive.

To create the right opportunities, we must look at the potential leaders around us and ask, “What does this person need in order to grow?” A generic formula will not work. If we do not fit the opportunity to the potential leader, we may find ourselves in the position off offering things that our people do not need.

Step 2: Select the Right People

As is the case with professional sports, coaches must scout around to find the best players.

If you select well, the benefits are multiple and seems endless. It is however critical not to be impressed by current performance, but also to look for character and sustainable ability.

Consider the following model:

Step 3: Plan the Leader’s Growth

People respond differently to growth opportunities. According to John Maxwell (Developing leaders around you), each person who does grow will plateau at one of six levels of development:

Level 1: Some growth - Some people experience growth at a slow rate and their growth lacks direction. These people improve imperceptibly. They may be competent, but they will never shine in their jobs.

Level 2: Growth that makes them capable in their job - Many people mistakenly believe that simply doing their job well is the final goal in their development. It is not. Many people without a good developer or a fervent desire for personal growth stop here in the growth process.

Level 3: Growth that makes them able to reproduce themselves in their job - At this level of growth, people are beginning to add to their value because they can train others in their area of expertise. Some people who are technically strong but have marginal leadership skills can do this. Others with strong leadership skills can do it despite marginal technical abilities. People who are strong in both areas often move up to the next level.

Level 4: Growth that takes them to a higher-level job. - The jump from Level 3 to Level 4 is difficult. It needs that people be willing to dedicated themselves to growing both personally and professionally. As they can broaden their thinking and experience, they become more capable and valuable to their organisation and leaders.

Level 5: Growth that allows them to take others higher. - It is at this level that great leaders begin to appear. These people are true developers of people and they no longer add value to their leaders and organisation - they multiply it.

Level 6: Growth that allows them to handle any job. - People who develop to this level are rare. If you have the privilege of helping people to this level, treat them with the greatest love and respect. These people are leaders who could make it anywhere, and, they have skills and abilities that transcend any field or industry. In your lifetime, if you are blessed with one or more of these people, together you will have the ability to make an impact far beyond your own individual capabilities.

Look at the figure above: as you can see, the pool of people at each level is represented by a circle. The higher the level, the fewer people at that level. You will also notice that each successive jump gets more difficult as the levels get higher. Each takes more commitment, dedication, and tenacity, than the one before.

When you are a developer of people, you meet each person on the level where you find him, usually at Level 1, and then you begin a journey. Your job is to walk alongside that person and help him for as long as he is willing to keep going and growing. When that person stops growing, that is when you must do something difficult: You must leave that person behind. Your relationship can continue, but your development of that person will not.

That is one of the difficult things about being a developer of people. We give people so much time, attention, and love that leaving one behind can be like letting go of one of our children. But you cannot force a person to keep growing to the highest level. You must make the hard decision of leaving that person on his own plateau. It is difficult, but it is a price worth paying to develop people.

Step 4: Coach Them

Nurturing benefits everyone. Who would not be more secure and motivated when his leaders believe in him, encourages him, share with him, and trusts him. People are more productive when nurtured. Even more important, nurturing creates a strong emotional and professional foundation for workers who have leadership potential. The nurturing process involves more than just encouragement; it also includes modelling. In fact, the leader’s major responsibility in the nurturing process is modelling, leadership, a strong work-ethic, responsibility, character, openness, consistence, communication, and belief in people. Here are the things leaders must do to nurture potential leaders around them.

The coaching of a mentee: A working model