Intended Audience
These mentoring guidelines are primarily intended for nonprofit professionals
who mentor each other outside of the organization (as apposed to mentoring
within the organization). Mentees (the one being mentored) can be anyone
from junior staff to junior executive directors, or an experienced professional
who wants mentoring in a particular skill or knowledge area. If you are
not a nonprofit professional or want to set up mentoring internally, you
will still find value here. Feel free to tailor these guidelines to fit
your needs.
Why do We Need Mentoring?
Certainly some aspects of mentoring can be done internally by a supervisor,
but a staff person may not feel comfortable sharing their concerns with
their supervisor, especially when their problem IS the supervisor. Typically
in the small nonprofit, there will be only one development director, one
finance director, and a lonely executive director. When a new person is
hired, she or he is lucky to get two weeks of training from the person they
are succeeding. It seems we’re just supposed to figure it out for ourselves.
An executive director will not likely be able to offer much support to
a new accountant, and a new executive director may feel like they have
no one to turn to for help.
Now consider that nonprofits are growing in number and size, and there
is a projected shortage in nonprofit leadership in the next ten years.
We need to groom young nonprofit professionals so that our nonprofits can
fulfill their missions well. We need to support them so that these young
women and men will be ready to lead in the next ten years.
Finding a Mentor / Mentee
The best partner may be someone you already know, someone you can
get introduced to, or someone with experience in a very similar position.
A good match is very important. The most successful relationships are those
in which the mentor has specific experience needed by the mentee. LinkedIn
and Facebook are excellent ways to find someone to connect with, or you
can research other nonprofits similar to your own. Don't be afraid to look
outside of your state; mentoring can be done by phone. You can also visit
the sites listed to the right. If you work for a large nonprofit, then
you may want to find a mentor from a different department or location.
The Introduction
Generally, the mentee is responsible for beginning and managing the
mentoring relationship, so this is addressed to the mentee. After you
identify a candidate, ask them to coffee or lunch so that they can share
some of their experience with you. It’s best to hold off on using the word
“mentor” until you’ve spent an hour or two with them. Don’t just talk with
them about work. Ask about their interests. Even if you decide that they
are not a good match, you will hopefully have gotten some good advice and
made a helpful networking contact. If you feel comfortable that they would
be a good match, then ask them directly if they would be willing to mentor
you.
Establishing the Agreement
Once you are both interested in establishing a mentoring relationship,
it’s time to talk about what that means.
What do you each want out of the relationship?
What do you (the mentee) want to accomplish while
being mentored?
What do you want from the mentor (teaching, advice,
listening, etc.)?
Is the mentor interested in helping in those ways?
Are you both willing to hold your conversations
in confidence? Be sure to talk about what confidence means to each of
you.
Discuss the frequency of meetings, the duration
of each meeting, where you will meet (or by phone or e-mail), who's buying
lunch, and how long the relationship will last. You might want to go for
three months and then re-evaluate the relationship before making a new
agreement.
What will need to happen if the relationship isn’t
working out for one of you?
Discuss any other expectations either of you may
have. You may want to go over the descriptions below for mentee and mentor
and talk about the factors that are important to you and the factors that
don’t interest you.
The Mentor:
Actively listens.
Offers compassion, but does not allow for complaining
or long stories.
Asks open-ended questions.
Learns about the mentee before offering advice.
Does not try to create a mini version of themselves. Considers that the
mentee may not be open to their advice now or may have a better idea.
Offers perspective.
Shares personal stories, especially the challenges
and learnings.
Teaches when appropriate, but balances teaching
with listening and support.
Encourages and challenges the mentee to stretch.
Does not provide all the answers. Knows that failures
can be a source of learning.
Challenges assumptions.
Praises action and communicates the strengths the
mentor sees in the mentee.
Holds the mentee accountable and offers constructive
criticism.
Coaches the mentee in long-term planning, strategizing,
and goal-achieving.
Shares resources and introduces the mentee to contacts.
Models integrity.
The Mentee:
Takes responsibility for maintaining the mentoring
relationship.
Considers that advice may be good even if it isn’t
welcome. Makes her or his own decisions.
Listens to constructive feedback without defensiveness
or excuses. Considers the truth in what is being shared.
Understands that the role of the mentor is not to
provide the answers or protect the mentee from failure.
Asks for what she or he wants.
Does not become overly dependent on the mentor.
Takes responsibility for her or his own career development
and goals.
Respects the contacts that the mentor shares with
the mentee.
Recognizes the time and efforts being given. Shares
their appreciation and respect.
Ongoing Meetings
Meetings can be spent on long-term planning, strategizing, discussing
progress on goals, problem-solving, teaching, or anything else. Establish
an agenda for each meeting, either before-hand or at the beginning of
the meeting. The mentor could ask, “What do you want to accomplish today?
What would be a good outcome?” Go over the results of action steps from
the last meeting, and end with a commitment to new action steps. The mentee
should always share their appreciation for the mentor’s time and efforts.
Ending the Relationship
When the two of you decide to end the mentoring relationship, plan
to spend a meeting on closure. Talk about what each of you got out of the
relationship, and what the mentee accomplished during the time spent together.
Celebrate and show your gratitude.