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W


hen mentoring works, it can be a truly transformational process for the individuals


involved. It can impact a person’s skill, ability or career direction, which in turn can change their life. For example, my former business partner was one of my mentors who transformed my life. He could see potential in me and encouraged me to obtain my advanced degree in Organisational Development so that I would have the credentials to go along with my existing abilities in this area. He saw the path in front of me that I didn’t even have on my radar, and he served as a guide to help move me forward. Bringing this type of transformative


mentoring into the workplace is a noble and vital mission. Learning and development leaders who bring mentoring into their companies can help build a sense of belonging and community through the programmes. Tis is valuable work, but it is still work. Mentoring programmes need ad- ministrative attention to run smoothly;


www.trainingjournal.com


they will not just run themselves. Consider these two statements. Do


you think these are facts or myths? ``


``


Participants know how to maintain the right level of focus on the mentoring relationship over the life of the relationship.


If you think these are true statements, then you may already be running a stellar mentoring programme at your organisation. Good for you! Unfortunately, these statements simply aren’t true for most organisations’ mentoring programmes. Tere may be a few participants who have no fear and will dive right into mentoring relationships if the opportunity arises, but that is more the exception than the rule. Te same can be said for the people who maintain momentum over the course of their relationship; most need help and guidance with this. Te truth is that mentoring participants need support from


Mentees and mentors know what to do once matched in pairs or groups.





While SMART goals are great for establishing performance measures, they conflict greatly with developmental activities


administrators. Once matches are made, administrators should provide tips, tools and training to participants so that relationships can start off strong and maintain momentum. As I stated earlier, this is work, but it is important work that should not be shrugged aside. Here are three areas that can have a


tremendous positive impact on mentor- ing relationships, along with ways that administrators can help support them.


Essential element 1: Setting goals


Writing development goals can be daunting. Goals and objectives are often confused. However, they serve two very different purposes. Goals


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