Index_M

M

making the case for mentoring 30-46, 175-7

to the line manager 45-6

to the mentee 37-42

to the mentor 42-5

to top management 30-7, 175-7

matching mentee with mentor ix, 26, 47, 49-53, 56, 60, 62-6, 71

mentee

benefits as 6, 31, 37, 38

downside(s) of/for 15, 26, 42

preparation of 75-6

qualities of an effective, 26, 58-61

selection of see selection of mentees

when technically senior to the mentor 105

see also training, and mentoring

mentor

and learning from the mentee 43

as a junior to the mentee 105

as guide or guardian 18, 19, 25, 41, 55

as role model 3, 33, 108, 140

as teacher 55-6, 110

definition(s) of 3, 11-13, 22

downside(s) of/for 15, 28, 45

external, professional 151-5

finding, in the absence of a programme 168-70

from hell 57-8

in relation to the line manager 76-7, 108, 119, 122-4, 126

preparation of 73-5

qualities of an effective 18, 21, 22, 25, 38, 40-1, 47-58, 108, 113

risks for 74

selection of see selection of mentors

‘toxic' 28, 57-8

see also mentoring; secondary mentor(s); training, and mentoring

mentoring

and diversity see diversity in mentees/mentors

and the organisational culture 38-9

and the spectrum of learning 21-2

and the spectrum of supporting 24-5, 108

as an instinct 3

as ethnic support 5

as reflective space 20-1, 42, 43

benefits of see benefits of mentoring

business case for see business case for mentoring

by e-mail see e-mentoring

career-oriented 14, 31

coaching and see coaching

competencies of see competencies of a mentee/mentor

context of 15

‘contract' 95-6

cost-benefit of 31, 36-7

cross-gender relationships in see cross-gender relationships in mentoring

developmental ix, 11, 13-14, 16, 19-25, 40, 102, 109-17, 149

effective 18, 21, 22, 25

ethical code of practice (National Standards) for 90-1

evolution of modern 171-4

executive see executive mentoring

for old-stagers 32, 168

for refugees 6

making the case for see making the case for mentoring

measures and measurement(s) of 12, 91-4, 119-20

models and methods of 12-13, 14-19, 52

professional 150

quadrangle 67

relationship see mentoring relationship

sponsoring ix, 3, 16, 18, 19, 20, 22, 24-5, 39, 42, 60, 102, 109-15, 122, 126, 172

supportive (‘psychosocial') 14, 24-5

training in/for see training and mentoring

mentoring co-ordinator, the role of 96-7

mentoring programme(s) ix-x, 11-29, 67-86

and organisational development 70

cascade 80

demystification of 72

design of see designing a mentoring programme

developments in standards of ix, 98-9

failure of 98, 119-24

mentoring programme(s) ix-x, 11-29, 67-86

initiation of see initiating a mentoring programme

objectives of 68

organisational support for 68-72, 118-19

peer see peer mentoring programme

preparing the organisation for 68-73

problems with organisational issues in x, 69, 119-24

quadrangle of people involved in 67

reverse see reverse/upward mentoring programme

self-sustaining ix

setting up 67-86

standards for 98-101

testing 77-80, 85

upward see reverse/upward mentoring programme

mentoring relationship 11-20, 26, 70, 89-97, 108-27, 138-48

and expatriate mentors 144-5

and mentees abroad 144-5

and phases over time x, 83, 89, 108-17

and the mentoring code of practice 90-1

and the organisational environment 118-24

beginning of 89-97, 110-11

dependency and 126

directive and non-directive 15-20

dissolving 20, 94, 114-16, 167

friendship as a result of 24-5, 108, 110-11

godfatherly 4, 11, 18

ground rules for 95-6, 111

male/female mentoring and 70, 74, 143-4

measurement and monitoring through a programme 91-4

measurement matrix for 92

mutual respect in 56-7, 110

‘no-fault divorce' contingency 65

objectives for 89-90, 125, 167

personality and 66

politics/power-plays and 122-4, 140

problems within x, 13, 26, 42, 62-5, 124-7

regular review of 133

restarting 116-17

types of 11-14, 15-20, 65-6

US-European comparison 19, 25, 27-8, 39, 53, 109-10

Merrill Lynch, accountants, and mentoring 44

Midland Bank (HSBC), and mentoring 43

motivating employees see employee motivation

mutual mentoring see reverse/upward mentoring