Mentoring Program

D’Arcy Vanderpool and Associates designs and establishes customized internal mentoring programs for organizations.

The term mentor comes from the story of Mentor in Homer’s Odyssey. Odysseus, king of Ithaca, prior to going to fight in the Trojan War, appointed a guardian for his young son, Telemachus. The guardian, Mentor, was actually the goddess Athena, daughter to Zeus, who disguised herself as a man for this job. The relationship was based on the idea that Telemachus would emulate Mentor to learn the skills he would need. Because Mentor served as a trusted advisor, teacher, friend, and nurturer, the term came to be associated with those qualities. The relationship between the wise Mentor and the young Telemachus is repeated in mentor-protégé relationships today. 

In establishing both a mentoring culture and a formal mentoring program, the consultants at D’Arcy Vanderpool and Associates spend time assessing the corporate culture and advising on the philosophy, principles, components, and functions of the mentoring program design. The consulting team and internal coordinator establish how the mentoring supports the current business strategies. Training in mentoring and coaching is provided by the consulting team both virtually and in face-to-face training workshops.

Once the initial training is complete, much effort is put into the selection of pairs for the mentoring program. The mentor and protégé agree about the skills the protégé wants to learn and experience he or she wants to gain, and together they design a realistic development plan. The protégé drives the partnership while the mentor guides and assesses. Career functions emerge in the beginning of the relationship while psychosocial functions emerge when the pair develops trust, mutuality and intimacy. Mentoring relationships are essential for developing job-related skills in managers. Protégés are like student pilots while the mentor acts as a qualified instructor.

At some point in the consulting engagement, an internal coordination team is established to transfer the Mentor Program to function internally. This team will learn how to customize the process for the organization. They promote the process internally, recruit, network, serve as matchmakers, and facilitate the mentoring orientation. Research shows that Contact D'Arcy Todayindividual executives who have a mentor earn higher incomes at an earlier age and have a more definite career plan. Most organizations use mentoring as a way to stem the tide of knowledge loss from employee retirement. Many organizations experience the value of mentoring programs to be multifaceted and include additional benefits of retention and employee morale. A mentoring program will increase the leadership competencies of your managers and executives.

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You did such a great job in leading the pod and going not an extra mile, but an extra 10 miles, in continuing to meet with us to further our development and learning. I really appreciate your dedication, professionalism, and just plain caring about us. It's been a pleasure getting to know you.

D'Arcy, you have been a wonderful leader and facilitator. Thank you so much for all you have given us and particularly going way "above and beyond" the duties of the course.

Philip R., Ph.D.

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