Individualizing Mentoring Plans

At the highest level it is called executive coaching, but mentoring is something that all too often, many executives do not directly or indirectly provide for their people, even though he or she may desire it for themselves. This is another area about which I've written a good deal, but one now that wants to be additionally refined.

Customizing the program to the needs of the mentee is what I'd like to focus on presently. Commonly, consultants, or even psychologists, have a predetermined approach where they will follow a process, which is good, but which can fail to address specific needs or current issues.

What I like to see is a period of inventory taking to discover exactly where the person is in their management development, before the program even begins. Issues outside the workplace can influence significantly, such as family matters, interests, upbringing, and even health. Yes, in this day and age of HIPPA, and confidentiality in general, it can be problematic. However, to the extent that the mentee is comfortable sharing more information, more effective results will be gained.

Personality profiles are a must. This is an area that IS easily entered. It is extremely helpful in helping the person recognize who they are and how they interact with others. It can explain why interacting with certain people or performing tasks may be more or less rewarding.

The mentor should be a facilitator only; he should not drive the process, the mentee should. This may be more challenging with a mentee who is begrudgingly participating, but if they will take ownership, for their own benefit, the results will be markedly different.

It may be helpful to talk with the person's supervisor ahead of time, although care should be taken here. Will the interchange prejudice the mentor? In general, I believe that it is better to have the discussion after time has past rather than at the outset.

Once all this is accomplished, the process can be tailored to the person, planned, and undertaken. There needs to be a beginning and an end. Objectives should be discussed, developed, and monitored. Without written goals, a time line, and progress evaluations, you won't know if you have succeeded.

Finally, the mentor should make herself available for periodic questions or meetings to help the mentee with the continuing journey.