In the latest in a series of columns dedicated to mentoring, we continue to look at designing mentoring to ‘future proof’ your people. This issue: mentoring for the 21st century – part two
An effective catalyst
Future proofing means using familiar mentoring – but with advanced contracting
Our working and personal lives exist in uncertainty and turmoil, among rapid social change, ever developing technology and unpredictable events. A new form of mentoring is required, one that ‘future proofs’ your leaders and people not only to survive, but to thrive in this type of life. This relies on exactly the same mentoring behaviours you are familiar with: active listening, asking questions and giving feedback. However, it is the learning foci to which these skills are applied and the contracting on subject matter between the mentor and mentee that is more sophisticated. Many of the insights and richness of learning can be achieved in less directed mentoring relationships, but not at the speed or breadth of this framework.