The BWA’s 2010 instalment of the Quick Connections Mentorship programme is upon us, fortuitously coinciding with Women’s Month in August.  This is a programme that has been running for a number of years under the auspices of the Gauteng branch’s Mentorship and Coaching Committee. It was initially launched in response to an identified need to establish a strong platform for creating one-on-one mentoring relationships and essentially entrench a culture of mentoring. While the BWA is obviously a woman focussed organisation, men are more than welcome to participate in any of our programmes, including this one. To date and judging by the level of interest as indicated by the number of enquiries we have already received from would be participants, the BWA is definitely on this mark with this programme.

Here is a quick recap of how the programme works – it consists of a simple three-step process.
1. Introductory Sessions – this is where mentors and mentees are invited to two separate workshops where each group is formally introduced to the roles and responsibilities required of a successful mentorship relationship.  Professional speakers are invited to provide guidance and share insights into how to successfully make such a relationship work for each individual.
2. Matchmaking Session – a play on the speed dating concept, mentees are put together with prospective mentors.  During a brief 2 to 3 minute conversation, each party is given the opportunity to interview prospects to help determine compatibility, but also ascertain the needs to be met on the one side and identify the candidate most likely to help achieve this.  The beauty of this method is that, for optimal benefit, they have absolute clarity on their individual requirements and what they are willing to offer.
3. Contracting Session – once the matches have been made, the new relationship partners are required to draw up a formal agreement, wherein they detail their terms of engagement, including practicalities like duration of contract, frequency of sessions and how they are to engage with one another.

At this stage, the relationship has been set along with the terms of engagement.  It is now up to the individual participants to see it through and actually make it happen.  One of the critical things to be recognised about such relationships is that it is primarily up the mentee to ensure its success.  It is they who stand to gain the most; conversely, the loss can be equally big if they do not own the relationship and the process.  Here are a few thoughts to consider when planning your mentorship requirements, taken from the Harvard Business Review

1. What is it that you really want to be and do? This question is about aspiration and purpose. The reason why someone is doing what they are doing should come out here. The question is also meant to get at the business goals and broader aspirations of an individual - someone wishing to be successful in business so that they can do more to help others, for example. The answer to question one should surface the driving passion of individuals - what is it they do or wish they could be great at doing?

2. What are you doing really well that is helping you get there? This question helps spotlight a core strength and the person's ability to execute towards his/her goal. What is someone naturally good at doing? Detailed and standardised operations? Leading and motivating staff? Numbers? What is it that someone does better than the average person that can help her achieve her aspiration?

3. What are you not doing well that is preventing you from getting there? This is about facilitating an honest and critical assessment of the roadblocks, challenges or weaknesses in a person or company that is slowing their ability to win the game; to meet the goal from question one.

4. What will you do different tomorrow to meet those challenges? Questions two and three help determine whether people are spending the right time on the right things. Progress cannot be measured just by hard work. Someone may have a great work ethic, but if he is not focused on the right priorities, then "you're making good time, but you're lost," as another one of my partners likes to say. People also have a tendency to practice and repeat what they are already good at doing. It is human nature to show off your best side and hide weaknesses. Use this question to probe whether the person has the aptitude to change behavior.

5. How can a mentor help /where do you need the most help? The answers to the first four questions matched against areas where a prospective mentor has particular strengths, relationships, or learning resources - should help determine how someone can best achieve their goals.

Courtesy of Harvard Business Review

So, while you consider these questions and how your might use them in formulating your own mentorship needs, also keep an eye out as we will be sending out periodic updates, on when and the programme will be taking place.  Expect formal invitations to be issued in the last two weeks of July.