Describes why mentoring programs are started, how they differ from informal mentoring, how programs aid career development, why proteges need both equipping and empowering, selection and matching guidelines, agenda for training M-P partners, coordinator roles, major mistakes to avoid during start-up, and lots more. Based on insights and practical know-how gained form developing over 100 different mentoring programs since 1978.

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Instructs program developers to utilize the design tips shown in the videotape. Helps you develop a better pilot program without needless mistakes - or enhance an existing program. Saves valuable time and money.

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Self-administered/scored by protege to indicate how much help is needed, and by mentor to indicate how much help/expertise can be provided. This information can be used to select/match mentors whose expertise matches protege needs.

The PNI is also useful for:

• training M-P partners

• monitoring progress following training

• evaluating success

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30-minute video for training M-P partners shows how to use 4 Mentoring Styles and a 9-Step Mentoring Process to equip and empower proteges to handle especially challenging situations. Mentoring behaviors and their impact on protege are clearly subtitled and explained. Based on The NEW Mentoring Paradigm.

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16-page Workbook for training M-P partners; helps them develop a good relationship needed to achieve desired goals. Accompanies MFR training video. Contains activities for a half-day training workshop. Teaches how to equip and empower proteges using The NEW Mentoring Paradigm.

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Explains how to use MFR training video and mentor-protege Workbook in a half-day workshop.

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Used after viewing MFR training video and using its accompanying Workbook. Conveniently summarizes key concepts/skills taught.

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Self-administered/scored. Reveals the style of mentoring assistance a protege likes to receive and a mentor likes to provide; 11 versions available. Based on the 4 Mentoring Styles in The NEW Mentoring Paradigm.
During training, M-P partners compare their preferred Mentoring Styles (identified by answering MSI Situations) - to understand each other's preferences, and realize that non-preferred Styles/behaviors might be more appropriate. Good icebreaker activity - fosters communication and rapport. Enables virtual strangers to become partners.

The MSI is also useful for:

• selecting/matching compatible M-P partners

• evaluating M&P growth (becoming more flexible using all 4 Mentoring Styles)

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Describes: 4 Styles and related mentoring behaviors; negative consequences that result when mentors "get stuck" being too domineering or non-directive and proteges "get stuck" being too self-reliant or dependent; 5 ways to use the MSI.

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Self-administered/scored by protege to indicate how much help is needed, and by mentor to indicate how much help/expertise can be provided. M-P partners discuss this during training to agree on which needs/goals a mentor can provide expertise. Partners then agree on which mentoring roles are needed to achieve each goal. This speeds up subsequent Action Planning. Partners also discuss and agree on "Tips for Mentors" and "Tips for Proteges" they will use to develop a good relationship.

The PNI is also useful for:

• selecting/matching M-P partners

• monitoring progress following training

• evaluating success

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During training, M-P partners use the Mentoring Action Plan to convert talk into action steps that achieve a desired protege goal. Speeds up goal-setting and attainment. M&P write down what they agree to do, and get a "carbonless-produced" copy. Provides needed structure that helps M-P partners "stay on track." Creates a "sense of accomplishment" when desired goals are achieved.

The Mentoring Action Plan is also useful for:

• monitoring M-P progress, and providing needed support, as they carry out Action Plan steps

• evaluating results/benefits

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During training, M-P partners agree on answers to 25 important questions contained in this Guide. Fosters candid discussion between M-P partners to enhance their relationship. M&P write down what they agree on, and get a "carbonless-produced" copy for future reference/use.

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Self-administered/scored/interpreted. Easier to use and remember than Myers-Briggs Type Indicator - and doesn't "type-caste" or "pigeon-hole" a person. Reveals current person-task and extrovert-introvert orientations.
During training, discussing the 4 Personal Styles helps individuals relate/work better with "clashing" Styles. Enhances M-P relationship. Enables Teams to function better.

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Describes how instruments were developed, and how to use them.

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Measures what the job requires for success. Can be used in Basic Training if the main intent of the mentoring experience is to help proteges orient to a new job or improve job performance. Used after learning about one's Personal Style using the PSI.
Most often used as a Follow-up Activity - for improving the"person-job fit" of the protege, with mentor assistance.

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Self-administered/scored/interpreted. Reveals current person-task and extrovert-introvert orientations; helps (would-be) entrepreneurs relate/communicate better with co-workers and customers. Measures your entrepreneurial characteristics and compares this with successful entrepreneurs.
During training, individuals discuss their entrepreneurial characteristics and plan ways to become more entrepreneurial. They discuss 4 Entrepreneurial Styles to learn how to relate better to employees and customers.

Program Coordinators can use Mentoring Action Plans to monitor M-P progress, and provide needed support, as they carry out Action Plan steps. During the mentoring experience, a new Action Plan needs to be developed for each new protege goal.

The Mentoring Action Plan is also useful for:

• training M-P partners to goal-set and develop an Action Plan to achieve the goal

• evaluating results/benefits

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Contains activities a program coordinator or trainer can use to enhance M-P relationships and productivity during the mentoring process - so better benefits/results are ultimately produced.

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Measures what the job requires for success. Used after learning about one's Personal Style using the PSI. Useful for improving the"person-job fit." Identifies one's Job Difficulties (to be overcome) and Job Strengths (to be build upon). Can be used as part of Basic Training if proteges need orienting to a new job or need to improve job performance.

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Poor "person-job fit" is a major reason for employee turnover and low morale. This 16-page workbook contains research-based assessment scales and coaching techniques that enable Coach-Learner partners to improve the "fit" between the Learner and his/her job. Used in conjunction with the Job Style Indicator. Can be used as a Follow-up Activity to teach M-P partners how to coach their direct reports (most direct reports prefer their "bosses" to coach them rather than be their mentors).

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Typically used as a follow-up to Basic Training. 8-page workbook reviews main characteristics of 4 Personal Styles identified by the Personal Style Indicator and the 4 Stages of Team Building (forming, storming, norming, performing). Teams identify how each Style can aid or hinder each Stage. Helps team members work together better so they become productive faster.

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Program Coordinators can use Mentoring Action Plans to evaluate results/success in terms of protege goal attainment. Often, this will also benefit the organization and mentor.

The Mentoring Action Plan is also useful for:

• training M-P partners to goal-set and develop an Action Plan to achieve the goal

• monitoring M-P progress, and providing needed support, as they carry out Action Plan steps

• evaluating results/benefits

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