Mentors share their experiences, guide mentees and use several skills to ask questions that prompt the mentees to find new avenues for reflection and action.
Topics often brought to mentoring conversations:
- People management
- Performance management
- Change management
- Financial resources management
- Client service
- Forward planning
- Organisational resilience
- How to create networks, alliances throughout the organisation
- How to leverage stakeholders in decision making
Matching mentor/mentees You will need to decide how you want to match the mentors/mentees. Some organisations send profiles to both mentors and mentees and ask them to identify who they might be interested in working with. In some cases, those initiating the mentoring activity make these matches for the participants.
Some of the facilitated leadership processes most often used follow.
The process involves:
- Identifying key leadership questions to explore: ask: what is the question that, if explored deeply, could give us a real breakthrough in this?
- Inviting a diverse group of leaders
- Engaging in collective dialogues
- Harvesting the discoveries from these conversations
- Action Planning & implementation
- Feedback and assessment
Besides finding new and innovative solutions drawing on the bench strength of your leaders, the World Café also builds leaders’ capacity for:
- Creating a climate of discovery;
- Suspending premature judgment;
- Exploring underlying assumptions and beliefs; and
- Encouraging the expression of many and varied perspectives.
A resource for those who would like to introduce a World Café is: The World Café, shaping our futures through conversations that matterby Juanita Brown with David Isaacs.
- Yellow Hat– the group looks for the advantages of a certain course of action.
- Green Hat– they add creative ideas.
- White Hat– they focus on the facts.
- Black Hat– they test the strength of a new idea by looking for possible flaws or weaknesses.
- Red Hat– they share their gut reaction to a possibility.
- Blue Hat– they focus on the process for the dialogue itself making adjustments to support the dialogue.
The approach is characterized by a few basic mechanisms:
- A broad, open invitation which articulates the purpose of the meeting;
- Participants' chairs arranged in a circle;
- A wall for issues and opportunities posted by participants; and
- A number of break-out spaces that participants move among.
According to Open Space Technology: a User's Guide and other books by Harrison Owen, Open Space technology works best when these conditions are present:
- A real business that is complex, such that no single person or small group fully understands or can solve the issue.
- High levels of diversity, in terms of the skills and the people required for a successful resolution.
- Much passion and real or potential conflict,which implies that people genuinely care about the issue.
- Real sense of urgency, meaning the time for decisions and action was "yesterday."
- The story of the leader’s life journey and a key project they led;
- High profile projects he/she is working on now; and
- Any learning about leadership they would like to pass on.