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In a previous column, we listed several best practices used
by successful mentoring programs. Here are some additional
strategies other winners use:
- Brown University's Mentoring Program for Managers features
a "3-D" model: active involvement of mentors, mentees,
and the mentee's immediate supervisors. All three groups
receive training and materials, and all three attend "mentoring
touch points," facilitated meetings held midway and
near the end of their six-month partnerships. The touch
points include candid exchanges in separate meetings
of the three groups about what's working and what could
be improved. This is followed by a fourth session in which
all the findings are shared and the groups figure out how
they can help each other succeed. Although relationships
between mentors and mentees remain confidential, supervisors
learn how to support these relationships and how to use
mentoring with all of their employees.
- American Family Insurance's mentoring program uses the
video package, "Mentoring that Makes a Difference," as
part of training for mentors and mentees (they use proteges).
The training facilitators use segments of the video to illustrate
points and to demonstrate effective mentoring in action.
During program evaluations, supervisors of mentees and
supervisors of mentors are asked for their impressions
(of aspects of the program and whether or not they have
noticed development on the part of their employees).
- Unemployment Agency, State of Michigan, has a formal program
to train managers at all levels of the Agency. Because of
the geographical distance between many mentors and mentees,
pairs schedule numerous phone meetings and always
meet before or after the Agency's customer service meetings,
which occur quarterly. Several pairs claim their best interactions
are while playing 18 holes of golf! In addition, all pairs
get together periodically to compare notes and attend a
workshop facilitated by an invited speaker.
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