Location

Ideally, mentoring meetings should take place away from the “Mentor Partner’s” (sometimes known as a Mentee’s) normal place of work. Distance from the office avoids the obvious intrusions of telephones, secretaries etc and the less obvious but pervasive intrusion of “other things to do” – and allows a sense of critical distance from the pressures of the workplace. It may be that the office – or home – of the Mentor is an appropriate place to meet (but beware the same pressures on the Mentor!) Comfortable, relaxed and private surroundings are essential.

The first meeting

The first meeting will be a mutual sharing of experience and background – probably led by the Mentor about him/herself – to build their Partner’s confidence in the Mentor’s ability to help – and then to give the Mentor an appreciation of their Partner’s current situation and past experience. This first exchange is likely to last two hours or so. The objective will be to define a personal contract.

The contract

The contract has to be based on mutual trust: both parties should be absolutely free to decide not to proceed with the process after the first meeting.

Assuming an agreement to proceed, agreement needs to be reached as to the location, duration (suggested 1½ hours), frequency (monthly/quarterly?) and term (one year/18 months?) of mentoring sessions. Term obviously renewable – but by mutual consent.

Agree also on the level of support offered between meetings – e.g.: is the Mentor prepared for / would the Mentor Partner value telephone or email correspondence between meetings, as required?

Discussion as to preparation for meetings is also helpful. It may be that the Mentor Partner agrees to email the Mentor ahead of the meeting with a one page summary of achievements and issues under headings, for example:

• What I accomplished since our last meeting
• What I didn't get done but intended to
• The challenges and problems I am facing now
• I want to use the next meeting to discuss

Mentor’s role

Mentor’s role is to act as sounding board, ask awkward questions, challenge assumptions – but not to define solutions!