... coaching in effective speaking

Mentoring comes from the Greek word meaning enduring. It can be defined as a sustained relationship between an individual (the mentor), usually older, always more experienced, who helps and guides another individual’s development (the mentee). This guidance is not done for personal gain.

Perils and Pitfalls of the Mentoring Relationship:

•  Becoming too personally involved – Advise in an objective way;

•  Failing to be honest about problems Theremust be openness and trust;

•  “Taking over’ from the task mentee – To learn, people need to do it themselves;

•  Resist giving critical personal advice and counselling Pay attention to ‘the line’;

•  Keeping concerns to yourself – If worried about an issue ask someone YOU can trust;

A YES response to the questions outlined below will indicate that you DO have the qualities needed. .

•  Do you know what it's like to have worries, frustrations or concerns about your work?

•  Do people seek you out to talk about their worries, frustrations, and concerns?

•  Is the amount of time you spend listening at least four times what you spend talking?

•  Has anyone helped you gain knowledge about how things work or how to get things done?

•  Has anyone provided you with a quote that had great meaning for you? If it influenced your thinking or behaviour, did you pass on to others?

•  Has anyone encouraged you to find a way to deal with challenges in your life or work?

•  Has there ever been anyone in your life who had a profound positive effect on you, but you didn't realize it until much later in your life?

•  Has anyone inspired you to shift the direction of your life in a constructive way?

•  Have you ever had something you observed, read, or experienced have a profound effect on your strengths and abilities?

• A desire to help;

• Have had positive experiences;

• Good reputation for developing others;

• Time and Energy;

• Up to date knowledge;

• Learning Attitude;

• Demonstrated effective managerial (mentoring) skills

• Committed to expanding their capabilities

• Open and receptive to new ways of learning and trying new ideas

• Able to accept feedback and act upon it

• Focused on achieving desired results

• Able to communicate and work cooperatively with others

• Knows when to ask for help

• Have a sense of personal responsibility and commitment

• Willing to meet on a regular basis.

1. Deliberate learning is the cornerstone. The mentor's job is to promote intentional learning, which includes capacity building through methods such as instructing, coaching, providing experiences, modelling and advising.

2. Both failure and success are powerful teachers. Mentors, as leaders of a learning experience, need to share their "how to do it so it comes out right" stories. They also need to share their experiences of failure, i.e. "how I did it wrong". Both types of stories are powerful lessons that provide valuable opportunities for analysing individual and organizational realities.

3. Leaders need to tell their stories. Personal scenarios, anecdotes and case examples, offering valuable, often unforgettable insight, must be shared.

Mentors who can talk about themselves and their experiences establish a rapport that makes them "learning leaders."

4. Development matures over time. Mentoring when it works taps into continuous learning principles. The benefits escalate as a result of ongoing events, experiences, observation, studies, and thoughtful analysis.

5. Mentoring is a joint venture. Successful mentoring means sharing responsibility for learning, regardless of the facilities, the subject matter, the timing, and all other variables. Successful mentoring begins with setting a contract for learning around which the mentor, the protégé, and other people that are involved, can agree with and work to achieve.

· Educational or academic mentoring;

· Career mentoring;

· Personal development mentoring.