Lesson 1. Understanding the Nature of Mentor-Mentee Relationship
How to build a mentoring relationship: The GROW Model
The GROW Model is a powerful four-step framework that helps build your mentor-mentee relationship. GROW is an acronym for G(oal), Current Reality, Options (or Obstacles), Will (or Way Forward). The GROW Model is a practical way to coach mentees to do their best.
The GROW Model
(G)oal: Have your mentee analyse their goal and identify what they want to accomplish, and then these goals should be articulated in a “SMART” way. Their goals should be specific, measurable, attainable, relevant and time-bound.
(R)eality: To discuss the mentee’s current reality, a certain amount of time (however much they need) should be allocated. It is essential to reaching the desired goals to know the mentee’s starting point.
(O)ption & (O)bstacle: This phase is in which you need to brainstorm. Assist your mentee to determine and examine possible options and obstacles to reaching their goals. Having already explored the current reality of the situation, you will have a solid understanding of what it will take to make the new reality happen.
(W)ill & (W)ay Forward: You and your mentee should have a pretty solid understanding of how to approach this goal – now that you’ve both examined the current reality and identified potential options and barriers.
| Different Types of Mentoring Relationships
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Anticipated Impacts of Mentoring Relationships | |
| Peer Mentoring | The relationship of two people whose careers are at a similar point and they both have experience and knowledge in an area that the other is seeking support in. | · Being encouraged and empowered
· Increased confidence · Being helped to identify and achieve career goals · Increased productivity and time management · Developed networking skills · Developing a broader perspective on career options and opportunities · Career rejuvenation (for mentors) |
| Reciprocal Mentoring | A relationship where each participant becomes the mentor and the mentee in turn. It addresses the leaders continuous learning, as well as supporting and sponsoring new talents. | |
| Upward Mentoring | Occasionally referred to as “reverse” mentoring meaning the exact opposite of the traditional idea of mentoring. The mentor with a lower level of experience or career mentors the mentee to gain a generational perspective, technological competencies, etc. | |
| Group Mentoring | This occurs when mentees with very similar learning needs are all matched with one mentor who will work with them all at the same time. | |
| Network Mentoring | This mentoring type describes the situation of having more than one mentor for their diverse learning needs to be met. | |
| Task-Specific Mentoring | To see an experienced person once or twice to get help for a specific process, task, mission. | |
| Informal or off-radar mentoring | Informal mentoring is often with a person with little more experience than the mentee. It may be a critical friend or a sounding board. | |