Sunday, May 11, 2008

Mentoring Quiz for Mentors - Part 1

Here's a tool that can be used to prepare a mentor. Take the quiz yourself (it's not a no-brainer), or give it to someone else or a group.

I'll publish the answers in an upcoming post.

You are about to begin a mentoring relationship that can yield significant dividends for both you and your protégé. Mentoring can be a great way for a protégé to develop skills, gain experience, receive feedback, and get exposure to people, processes and happenings that they might not in the course of their daily work. Most mentors report significant benefits for themselves as well.

Typically the types of developmental areas protégés and mentors pursue include:
· decision making
· tolerance of uncertainty
· resistance to stress
· use of personal power and influence
· leadership / dealing effectively with others
· functional / technical skills (i.e. sales, finance, operations, business)
· handling difficult situations / conflict
· presentation skills
· communication styles and approaches with various levels of management
· career path guidance

The following quiz has been developed to help make sure your mentoring relationship is an effective and productive use of time for both parties.

Myths and Realities of Mentoring

Circle either T or F for each question:

1) It is best if mentors are selected by the protégé T F

2) Mentors and protégés usually work together for
many years T F

3) Mentors and protégé pairings work out best when
they have similar interests and styles T F

4) Mentoring works best when it is an informal process T F

5) It is generally believed that it is better if the protégé’s T F
boss is not his/her mentor

6) It is better if the mentor is outside of the protégé’s T F
direct organization.

7) Same gender pairings usually work out best for a
mentoring relationship T F
8) Mentoring can help acclimate the protégé to a
new environment T F

9) A mentor can sponsor and coach activities that
will foster and promote growth T F

10) Mentoring usually works best without any
processes to get in the way T F

11) Mentoring is only for fast-trackers T F

12) Mentoring is one way of developing protégé’s
skills T F

13) Mentoring works best when the mentor and protégé are
in different fields T F

14) One of the major roles of a mentor is a counselor T F

15) Mentoring is a significant investment of time for the mentor T F

16) To be successful, mentoring must be done face to face T F

17) Anyone can be a successful mentor T F

18) Mentors generally report receiving significant
benefits of working with a protégé T F

19) Protégés generally earn more money than their
peers in similar positions T F

20) Protégés are generally more satisfied with their
careers than their non-mentored peers T F

21) The mentor/protégé relationship should be open so that the protégé can talk about any subject T F

22) Everything in the mentor/protégé relationship should be
focused on the issue of the development of the protégé T F

23) Mentoring should be listed on the protégé’s IDP T F

24) The protégé’s boss is not really involved in the
mentoring process T F

2 comments:

reinvention-marketing said...

Hi Dan:

Great post and checklist. We, too, recently wrote about mentors on RE:INVENTION's blog. Although we think the term "mentor" is a little outdated, we did point to some interesting research about "mentoring" remotely via e-mail. Would love to hear your thoughts.

http://tinyurl.com/68eh3x

kindly,
kirsten

Dan McCarthy said...

Kristen -
Thanks for stopping by. I looked at your blog - wow, what a great resource for women entrepreneurs & executives. I read your post - perhaps the notion of formal mentoring is outdated. I'd be interested in your thoughts after
I pusblish the "answers".