Mentoring Handbook 2012-2013

8/13/2019 Mentoring Handbook 2012-2013

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University of North Texas

PLP Executive Mentoring Program Handbookfor Mentors and Mentees

Sponsored by:

DUXIANA is owned and operated by UNT alumni Serena Cole6134 Berkshire Lane | Dallas, TX | 75225 | 214.739.8133 |[email protected]

Revised 5/12
mailto:[email protected]:[email protected]


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_______________________________________________________________________________________________________________

COLLEGE OF BUSINESS

Professional Leadership Program

Dear Mentees & Mentors:

Get ready! Your life is about to change more than you think!

Mentoring is a powerful and essential part of life, thus, the Professional Leadership Program recently

re-evaluated the mentoring component of PLP to better reflect our philosophy. Until last year,mentoring was not required by PLP and, often, there were only enough mentors for our second yearstudents to experience the power of mentoring. Again this year, all members of PLP are required tohave a mentor and we have more than enough to go around. What a great feeling knowing that PLPis helping our students in such a significant way.

Youve often heard the phrase You get out what you put in and PLP is no different. This mentoringexperience can further develop you as a leader, question your thought processes and turn you into adifferent person if you let it. Mentoring requires communication, vulnerability, willingness andaccountability four qualities that seem to be hard for humans to reveal. However, if you dontexpress these four qualities, your PLP mentoring experience will not flourish, nor be successful.Dont be afraid, youre both just people trying to help each other and learn from each other.

You will get out if you put in and PLP encourages all of you to do just that. Take advantage of thisrare opportunity that no one else on campus or in the DFW workforce community has. All werechosen for this program for a reason; take things and run with no regret that you could have donebetter.

I wish the best of luck to all mentor and mentee pairs. I know you will make PLP proud!

Best Regards,

Billy E. JohnsonInterim Director


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Mission, Vision and Goals of PLP

Vision: To be a nationally recognized professional leadership program for the developmentof exceptional business leaders.

Mission: To prepare exceptional students for business leadership by supplementing degree

competency with executive mentoring, corporate exposures, professional development and keybusiness skills and values.

Mission & Objectives of Executive Mentoring Program

Mission: For top business executives in the DFW area to provide coaching, mentoring, objectivityand sound guidance on issues affecting career and professional development to members of PLP.

Objective 1: Help the student develop his or her career vision

Objective 2: Create environment that allows for professional development in business and socialsettings

Objective 3: Take the student from backpack thinking to professional thinking

Objective 4: Provide resources that will aid the student in career decisions

Objective 5: Increase individual strengths through positive coaching and experiences

Objective 6: Provide professional and social networking opportunities

Guidelines

Mentor must have 10+ years professional experience; mentee must be enrolled in PLP Have a servant leader mentality Mentors: have affiliation with minimum of 2 professional/community organizations & be willing

to incorporate mentee into business aspects of profession & organizations Meet no less than once per month, face-to-face (PLP prefers twice per month) Shadowinghighly encouraged for those who are able and/or willing Attend at least one PLP sponsored event together each semester Attend business meetings, social & philanthropic events together throughout the year Attend End of Year Recognition Banquet in April Attend designated programs related to Mentoring (Mentoring Workshop, etc.)


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Mentoring History & Facts

History of MentoringThe term "mentoring" originates from Homer's Odyssey - the character Mentor coaches and counselsTelemachus, Odysseus' son as Telemachus prepares to take on the responsibilities of the family inhis father's absence. Mentor also advises Odysseus on how to search for his father. Telemachusthanks him for his help: "Sir, I thank you for your kindness; you might be a father speaking to his own

son, and I will not forget one word of what you say..."

The term mentoring has been used ever since to describe a relationship where an individual receivesadvice, coaching and/or counseling from a more senior wise counsel. For the mentor, it is anopportunity to develop an individual both personally and professionally; for the mentee, it is anopportunity to learn from a more sage person. Typically, these relationships last several years andoften end in colleagueships and/or friendships.

As more and more mentoring programs are implemented in organizations, mentoring is being definedin a broader, more fluid way, i.e., colleagues, peers and even subordinates can be mentors and theserelationships may last only days to weeks to months, not always years. The goal of many of these

programs is for each individual to have many mentors.

What is mentoring?

There are a number of different definitions for the word mentoring. Consider some of the following:

The process in which an experienced colleague is assigned to an inexperienced individualand assists in a training or general support role(www.lmuaut.demon.co.uk/trc/edissues/ptgloss.htm)

Dealing with individuals in terms of their total personality in order to advise, counsel and/orguide them with regard to problems that may be resolved by legal, scientific, clinical, spiritual

and/or other professional principles (www.oalj.dol.gov/public/dot/refrnc/dotappb.htm) A form of teaching that includes walking alongside the person you are teaching and inviting

him or her to learn from your example (www.imb.org/CPM/Glossary.htm) A learning partnership between an experienced employee (mentor) and a less experienced

employee (protg) for the purpose of sharing knowledge and information. Mentoring providesall with the opportunity for and access to professional growth and development(http://www.nist.gov/admin/diversity/handbook02.htm)

An active, creative process that demands energy and commitment invested in another personand their success (1996 Vision Connections, Inc.)

Benefits of a Mentoring Relationship

For the Mentors:

Personal satisfaction from fostering the professional development of a student. Opportunities to strengthen knowledge base and improve communication skills as students

expose mentor to new ideas and perspectives. Improvement of coaching, leadership, teaching and counseling skills. Sense of accomplishment by assisting an emerging professional to develop his/her potential. Personal growth.
http://www.lmuaut.demon.co.uk/trc/edissues/ptgloss.htm)http://www.oalj.dol.gov/public/dot/refrnc/dotappb.htm)http://www.imb.org/CPM/Glossary.htm)http://www.nist.gov/admin/diversity/handbook02.htm)http://www.nist.gov/admin/diversity/handbook02.htm)http://www.imb.org/CPM/Glossary.htm)http://www.oalj.dol.gov/public/dot/refrnc/dotappb.htm)http://www.lmuaut.demon.co.uk/trc/edissues/ptgloss.htm)


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Demonstrates commitment to personal and professional development.

For the Mentees:

Contact with top executives in the DFW area who are willing to guide and support the menteeduring their initial professional development.

Increased confidence in the workforce environment. Challenges to set goals and achieve personal standards. Provides a forum to dialogue with and receive advice from experienced professionals. Development of new, professional contacts. Development of a relationship with a person who can be a role model and sounding board to

give feedback on career paths.

PLP Mentoring Program Expectations

For the Mentor & Mentee

Get to know each otherTalk about mentoringDetermine goals & needs for relationshipShare assumptions, expectations, and limitations

Actively listenLearn from each otherHonor commitmentsInitiate regular activities (two-way street)

Respect . . .ConfidentialityIdeas/thoughtsViews/opinionsTimeFeelings

For the Mentor

Provide constructive and honest feedbackCreate safe environment for inquiriesProvide growth opportunitiesConfidence builderCareer coach/guideLife coach/guideOffer challengesTeach by exampleSupport mentee in significant situationsInspire your mentee Offerencouragement Endorseexploration of ideas

Career guidance based on past pro-fessional experienceHelp with identifying issues & trends in fieldShare successes and mistakesIntroduce mentee to professionalsMaintain open communication

For the Mentee

Listen to and consider feedbackSeek growth opportunities

Accept challengesInspire your mentorTeach your mentorMaintain high code of conduct &professionalismBe teachableBe open-mindedBe considerate of mentors timeMaintain open communicationExpress needs

Ask for helpAsk questions


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Suggested Topics of Discussion

Servant leadership Business etiquette Appropriate business dress Professional leadership Giving presentations/public speaking

Negotiating Expectations of workforce Career paths, highlights & downfalls Goal setting Interviewing skills and experiences Life lessons Strategic career planning and specific steps needed to get there In depth look into profession and how the profession works The art of netweaving Balancing work and life Prioritizing/time management

Implementation of new ideas, techniques, etc. Resume/business writing

Evaluating potential employers and/or offers

Master Mentoring ModelBy Vision Connections, Inc.

1. Tella. Tell the person what you want them to dob. Briefly explain what you want them to do

2. Tell and Showa. Explain out loud while you do

3. Doa. Allow them to dob. Mentee does act/skillc. Encourage to say out loud

Tell me and I forget, teach me and I remember, involve me and I learn.~Benjamin Franklin


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Mentor/Mentee Ideas

Share your favorite inspirational, self-help or leadership book or mutually decide on a book toread together

Tell your mentor/mentee your positive thoughts such as . . .o I admire your . . . o

You have a real knack for . . . o Im proud of you because . . . o Thank you for . . .

Teach each other

Occasionally call unexpectedly, just to check in

Link up with other mentor/mentee pairs for lunch or another activity

Attend a UNT event together (students often get in free with student ID)

Meet for a casual meal, cup of coffee or movie

Let the mentee see the mentor as a person as opposed to a businessman/woman invitementees to non-business related functions, visit a museum, attend a local professional athleticteams game, etc.

Prepare in advance for D-Day (Departure Day). As it nears, ask, What do we still need toaccomplish before we end our formal partnership.

Have an official ending of your formal mentoring relationships. Could include a meaningfultoken or souvenir related to your mentoring relationship.

Invite mentors to honor society inductions; tell them about recognitions youve received, officeselected to in organizations, etc.

**several tips taken from MBTI Training on behalf of Beth Ruffing andThe Mentors Guide (L. Zachary, 2000


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Mentoring Partnership Agreement

Things to consider:

Goals

Outcomes

Ground Rules (examples): Meetings begin and end on time Each actively participates in the relationship Communication is open, candid and direct We will respect our differences and learn from them We will honor each others expertise and experience We will safeguard confidentiality We will manage our time well We will put interruptions aside Others . . .

Steps to Achieving Goals and Outcomes

How many times agree to meet and by what means

Mentees needs/expectations (include what type of learning supports the mentees needs)

Mentors needs/expectations

**excerpts from The Mentors Guide (L. Zachary, 2000)


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Mentoring Partnership Agreement

We have agreed on the following goals and objectives (3 minimum) as the focus of this mentoringrelationship:

We have discussed the protocols by which we will work together, develop, and in that same spirit ofpartnership, collaborate on the development of a work plan. In order to ensure that our relationship isa mutually rewarding and satisfying experience for both of us, we agree to:

1. Meet regularly. Our specific schedule of contact and meetings is as follows:

2. Look for multiple opportunities and experiences to enhance the mentees learning. We haveidentified and will commit to the following specific opportunities and venues for learning:

3. Maintain confidentiality of our relationship. Confidentiality for us means . . .

4. Honor the ground rules we have developed for the relationship. Our ground rules include:

5. Provide regular feedback to each other and evaluate progress. We will accomplish this by:


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Additional agreements (those not listed above):

We agree to meet regularly until we accomplish our predefined goals or for a maximum of 8months. At the end of this time period, we will review this agreement, evaluate our progress andreach a learning conclusion. The relationship then will be considered complete. If we choose tocontinue our mentoring partnership, we may negotiate a basis for continuation, so long as we havestipulated the mutually agreed-on goals. A continuation of relationship will be on our own accord andno longer a part of the PLP mentoring relationship.

We agree to the responsibility of maintaining confidentiality in all settings. We both areresponsible for maintaining the confidentiality of all proprietary or privileged information to which we

are exposed to during the relationship. No member of the relationship may release any informationregarding the other member of the relationship without express prior written consent.

XMentor Signature

XMentee Signature

**adapted from The Mentors Guide (L. Zachary, 2000


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Professional Leadership Program

Confidentiality Agreement for the Mentee

A strength of the Professional Leadership Program is trust, integrity, and high ethics in aparticipants.

I understand that I will learn professional and personal information about people and business in the

course of the mentoring experience and that this information is to be held in the strictest confidenceand is NOT to be discussed outside of any mentoring meeting with anyone except members of thestaff of the University of North Texas, College of Business or the Professional Leadership Program. therefore, pledge to keep the aforementioned information confidential as a condition of my mentoringI realize that breach of pledge is grounds for immediate termination from the Professional LeadershiProgram.

PLP Mentee Name (Printed)XPLP Mentee Signature


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Professional Leadership ProgramMentor Agreement

I understand that being assigned a mentee from the Professional Leadership Program is an honorcommitment and, above all, agreement to participate in the development of students in the UNTProfessional Leadership Program. I am aware that my lack of full participation can have enormousadverse affects on both the UNT PLP and my mentee. I understand that part of my responsibility ias a role-model, thus, I cannot expect of my mentee what I do not contribute myself.

I understand that the PLP is designed as an educational process for the members of the programEach week members will continue to build upon their professional development and it is mresponsibility to further process the topics presented with my mentee. In addition, I will treat mmentee as a young professional with the understanding that they dont know what they dont know.I will not assume anything and will hold myself and my mentee accountable for all actions in thementoring relationship.

As a requirement of the PLP Executive Mentoring Program, I am aware that all mentors are asked tmeet with their Mentees a minimum of once per month and participate in a minimum of the followingprograms (all but one with their Mentee):

1. Annual PLP Orientation no mentee assigned yet2. Annual Mentor Meeting/Breakfast (Mentor only)3. A minimum of one Wednesday program each semester with mentee (4-6pm, UNT campus)4. Business after Hours events with Mentee (1/semester; 2 total)5. Annual Mentor/Mentee Workshop6. Annual Welcome Back event with Mentee7. Annual Mentoring Mid-Semester Check-up and Wrap-up event with Mentee8. End of the Year Recognition Banquet with Mentee

PLP Mentor Name (Printed)XPLP Mentor Signature


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Resources

Discover the power of mentoring.


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2012-2013 Professional Leadership Program Board

NAME COMPANY POSITION PHONE E-MAIL

Billings ley, ClaireChair

Billingsley Consulting Group Founder 214-289-8802 Billingsley.consulting@gmai

Blanks, Hunter Colliers International Executive Vice President 214-217-1250 [email protected]

Bracken, FrankHaggar Clothing, Retired Emeritus Member

214-673-2997 [email protected]

Hollen, Greg G A F Chief Talent Acquisition Leader 972-851-0429 [email protected]

Johnson, Billy P L P Interim Director 940-565-3058 [email protected]

Milner, Bryan Wells Fargo Capital Finance Vice President214-754-4004

[email protected]

Navalta, Mardon Farmers Agency Agency Development & Recruiting 214-606-4070Farmersagency.developme

gmail.com

Neisen, Tom Acuity Systems CEO and Founder 972-960-8695 [email protected]

Peters, Dave Bell Insurance Commercial Producer972-591-4964

[email protected]

Thomson, PatriciaThe Leukemia &Lymphoma Society

Executive Director, NorthTexas Chapter

972-996-5904 [email protected]

UNIVERSITY REPRESENTATIVES

Guzman, Dr. Francisco CoB/ Dept of Mktg. Assistant Professor 940-369-7966 [email protected]

Wiley, Marilyn COB Senior Associate Dean 940-369-3034 [email protected]

Waggoner, Joshua UNT CoB Senior Director II Major Gifts 940-369-7623 [email protected]

Hall, Lisa PLP Administrative Coordinator II 940-565-3855 [email protected]

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mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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PLP Executive Mentoring Program Evaluation Standards

Every program hosted by PLP is evaluated to ensure we are providing the best speakers, programs andevents possible. Mentoring is no different. The PLP will evaluate both mentor and mentee twice a year, at thend of each semester (December & May). Below outlines the exact evaluation both mentor and mentee will basked to complete related to your mentoring relationship.

Mentee/Mentor Name:

My Mentee/Mento r . . .StronglyAgree

Agree Neutral DisagreeStronglyDisagree

honored commitments

initiated regular activities for our mentoring relationship

treated me with respect and courtesy

added positively to my PLP experience

met my expectations

maintained a high code of conduct and professionalism during our

relationship

was candid

was honest with me

listened to and considered constructive feedback

sought growth opportunities

was teachable and open-minded

helped to make my PLP mentoring experience meaningful andrewarding

accepted challenges that I presented to him/her

inspired me

gave me enough information to stay actively involved with him/her

valued individual differences

I . . .StronglyAgree


was candid

was honest

sought growth opportunities

accepted challenges

shared assumptions, expectations and limitations about the mentoringrelationship

honored my commitments

initiated regular activities for our mentoring relationship

treated my mentee with respect and courtesy

maintained a high code of conduct and professionalism during ourrelationship

gave my mentee information to stay actively involved with me


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provided constructive feedback

supported education beyond the classroom

offered encouragement in the exploration of ideas

lead/taught by example

recognized my mentee's strengths and helped my mentee build uponthose strengths

provided challenges

was willing to introduce my mentee to my business/profession

was willing to introduce my mentee to my business/professionalcontacts

Please answer the follow ing by ind icating yes or no. Yes NoNot Sure

I was able to communicate with my mentee/mentor a minimum of one time a month.

I was able to provide a shadowing experience for my mentee/I was able to shadow my mentor

My mentee/mentor and I were able to attend a PLP event together.

My mentee/mentor and I were able to attend a social or philanthropic event together.

I attended the PLP End of the Year Recognition Banquet with my mentee.

My mentee was able to attend a business meeting either with me or arranged by me/My mentor was able to arrangefor me to attend a business meeting either at his/her company or another company.

I plan to continue my mentoring relationship with my mentee/mentor.

My mentee/mentor and I . . .StronglyAgree


learned from each other

determined goals and needs for the relationship

meet our established goals

taught each other

What did you like most abou t the PLP Executive Mentor ing Program?

What suggestions fo r change do you have?

Did your mentee/mentor meet your expectations? Why or why not?

Do you feel your mentee/mentor was an appropriate match for you? Please explain.

Would you recommend the PLP Mentoring Program to a colleague/peer?

How would you describe your performance as amentor/mentee?

One ofthe Best

AboutAverage

Average BelowAverage

One ofthe Worst

On a scale of 1-5 (1= extremely ineffective; 5=extremely effective) rate the effectiveness of the PLP ExecutiveMentoring Program.

Based upon your experiences as a mentor, would you consider being a mentor again next year (for mentorsonly)?


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PLP Office Info

UNT Professional Leadership ProgramHours: M-F, 8am-5pm; special events

940.565.3855 |[email protected] | www.cob.unt.edu/plp

Physical/Shipping AddressProfessional Leadership ProgramCollege of Business1307 W HighlandBusiness LeadershipBuilding, 105Denton, TX 76201

Mailing AddressProfessional Leadership ProgramCollege of Business1155 Union Circle, #311160Denton, TX 76203-5017

Interim Director:

Billy E. Johnson

[email protected]

Admin. Assistant :

Lisa A. Hall

[email protected]

UNT Academic Calendar at a Glance, 2012-2013Dates are subject to change by official action of UNT.Fall 2012

August 29, 2012 First Class Day (Wednesday)September 3, 2012 Labor Day (university closed)

November 22-25, 2012 Thanksgiving Break (university closed)December 1-7, 2012 Pre-finalsDecember 6, 2012 Last Class DayDecember 7, 2012 Reading Day (no classes)December 8-14, 2012 FinalsDecember 14, 2012 Graduate Commencement/Doctoral HoodingDecember 15, 2012 Undergraduate CommencementDecember 24, 2012 - January 1, 2013 Winter Break (university closed)Spring 2013January 14, 2013 First Class DayJanuary 21, 2013 MLK Day (university closed)March 11-17, 2013 Spring Break (no classes)March 11, 2013 Staff Spring Break (university closed)

April 27 - May 3, 2013 Pre-finalsMay 2, 2013 Last Class DayMay 3, 2013 Reading Day (no classes)May 4-10, 2013 FinalsMay 10, 2013 Graduate Commencement/Doctoral HoodingMay 11, 2013 Undergraduate Commencement
mailto:[email protected]%20%7Cmailto:[email protected]%20%7Cmailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]%20%7Cmailto:[email protected]%20%7C


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UNT Campus Resources

Academic Calendar & Calendar of Events,www.unt.edu/calendars-events.htm

Career Center,http://careercenter.unt.edu

Center for Student Rights & Responsibilities, www.unt.edu/csrr

College & School Websites

College of Arts & Sciences,www.cas.unt.edu College of Business,www.cob.unt.edu College of Public Affairs & Community Service (PACS),www.pacs.unt.edu College of Education,www.coe.unt.edu College of Engineering, www.eng.unt.edu Honors College, https://honors.unt.edu College of Information,www.ci.unt.edu Frank W. & Sue Mayborn School of Journalism,www.jour.unt.edu School of Merchandising & Hospitality Management (SMHM),www.smhm.unt.edu College of Music,http://music.unt.edu

College of Visual Arts & Design (CoVAD),www.art.unt.edu Toulouse School of Graduate Studies,http://tsgs.unt.edu

Counseling & Testing Services,www.unt.edu/cat

Eagle Network (job/internship search),http://coop.unt.edu/eaglenetwork.htm (also via my.unt.edu)

Equity & Diversity Office (Multicultural Center, etc.),http://edo.unt.edu

Financial Aid & Scholarships,http://essc.unt.edu/finaid/index.htm

General Access Computer Labs,www.gacl.unt.edu

Global Learning & Experience (Study Abroad),http://international.unt.edu

Graduation & Commencement Information,http://essc.unt.edu/registrar/graduation.html

International Office,www.international.unt.edu

Internship & Co-op Office,http://coop.unt.edu

Office of Disability Accommodations,www.unt.edu/oda

Registrars Office (schedule of classes, registration dates, etc.),http://essc.unt.edu/registrar/

Student Health & Wellness Center,www.healthcenter.unt.edu

Student Legal Services,http://studentlegal.unt.edu

Student Money Management Center,http://moneymanagement.unt.eduStudent Organizations/Dean of Students,http://dos.unt.edu

Student Writing Lab,www.unt.edu/writinglab The

Learning Center,www.unt.edu/lc

Undergrauate/Graduate Catalog,www.unt.edu/catalog/

UNT Libraries,www.library.unt.edu

Veterans Center,http://veteranscenter.unt.edu
http://www.unt.edu/calendars-events.htmhttp://careercenter.unt.edu/http://www.unt.edu/csrrhttp://www.cas.unt.edu/http://www.cob.unt.edu/http://www.pacs.unt.edu/http://www.coe.unt.edu/http://www.eng.unt.edu/http://www.ci.unt.edu/http://www.jour.unt.edu/http://www.smhm.unt.edu/http://music.unt.edu/http://www.art.unt.edu/http://tsgs.unt.edu/http://tsgs.unt.edu/http://www.unt.edu/cathttp://coop.unt.edu/eaglenetwork.htmhttp://edo.unt.edu/http://essc.unt.edu/finaid/index.htmhttp://www.gacl.unt.edu/http://international.unt.edu/http://essc.unt.edu/registrar/graduation.htmlhttp://www.international.unt.edu/http://coop.unt.edu/http://www.unt.edu/odahttp://essc.unt.edu/registrar/http://www.healthcenter.unt.edu/http://studentlegal.unt.edu/http://moneymanagement.unt.edu/http://dos.unt.edu/http://www.unt.edu/writinglabhttp://www.unt.edu/lchttp://www.unt.edu/catalog/http://www.library.unt.edu/http://veteranscenter.unt.edu/http://veteranscenter.unt.edu/http://www.library.unt.edu/http://www.unt.edu/catalog/http://www.unt.edu/lchttp://www.unt.edu/writinglabhttp://dos.unt.edu/http://moneymanagement.unt.edu/http://studentlegal.unt.edu/http://www.healthcenter.unt.edu/http://essc.unt.edu/registrar/http://www.unt.edu/odahttp://coop.unt.edu/http://www.international.unt.edu/http://essc.unt.edu/registrar/graduation.htmlhttp://international.unt.edu/http://www.gacl.unt.edu/http://essc.unt.edu/finaid/index.htmhttp://edo.unt.edu/http://coop.unt.edu/eaglenetwork.htmhttp://www.unt.edu/cathttp://tsgs.unt.edu/http://www.art.unt.edu/http://music.unt.edu/http://www.smhm.unt.edu/http://www.jour.unt.edu/http://www.ci.unt.edu/http://www.eng.unt.edu/http://www.coe.unt.edu/http://www.pacs.unt.edu/http://www.cob.unt.edu/http://www.cas.unt.edu/http://www.unt.edu/csrrhttp://careercenter.unt.edu/http://www.unt.edu/calendars-events.htm


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Amazon.com Recommended & Top Selling books on Mentoring

A Game Plan for Life: The Power of Mentoring (John Wooden, Don Yeager & John Maxwell)

Coaching and Mentoring: Practical Conversations to Improve Learning (Eric Parsloe, Laura Parsloe,Melville Leedham)

Co-Active Coaching: New Skills for Coaching People Toward Success in Work and Life (LauraWhitworth, Karen Kimsey-House, Henry Kimsey-House & Phillip Sandahl, 2nd Edition)

Mentoring 101 (John C. Maxwell)

Mentoring: The Tao of Giving and Receiving Wisdom (Al Chung-liang Huang)

Monday Morning Leadership: 8 Mentoring Sessions You Cant Afford to Miss (Juli Baldwin)

Monday Morning Mentoring: Ten Lessons to Guide You Up the Ladder (David Cottrell)

Power Mentoring: How Successful Mentors and Proteges Get the Most Out of Their Relationships(Ellen A. Ensher and Susan E. Murphy)

Predictable Success: Getting Your Organization on the Growth Track and Keeping It There (LesMcKeown)

The 2020 Workplace: How Innovative Companies Attract, Develop and Keep Tomorrows EmployeesToday (Jeanne C. Meister and Karie Willyerd)

The Art of Mentoring: Lead, Follow and Get Out of the Way (Shirley Peddy)

The Elements of Mentoring, Revised Edition (W. Brad Johnson and Charles R. Ridley)

The Extraordinary Coach: How the Best Leaders Help Others Grow (John Zenger and KathleenStinnett)

The Heart of Mentoring: Ten Proven Principles for Developing People to Their Fullest Potential(David A. Stoddard and Robert J. Tamasy)

The Mentees Guide: Making Mentoring Work for You (Lois J. Zachary and Lory A. Fischler)

The Mentors Guide: Facilitating Effective Learning Relationships (Lois. J. Zachary)

Mentoring Handbook 2012-2013

Documents

Transcript of Mentoring Handbook 2012-2013