Looking for suggestions and or advice on how to get most out of a mentoring program I am about to join and what is the best way to run each session.
A General Manager at my work has agreed to mentor me for a period of 6 months. I am catching up with him in the next day or two to discuss how we go about this and what we both want to get out of this. According to my company's mentoring framework, we would be required to meet once a month over the 6 month period.
I have put it to him in my requesting email that from my end, I am fundamentally looking to get out this reflective dialogue and professional influence in the areas of
"¢\tCritical thinking
"¢\tThought Leadership
"¢\tInfluence and Interpersonal Relationship
"¢\tTaking a broader view of issues and challenges faced in business
"¢\tReflection and strategising a "˜directionally correct"˜ career path
Do those points sound reasonable? Is there anything I should change or anything I could/should add in addition?
I am thinking at the moment that each session could be split between points of issues and reflections of the previous month and, discussion on a particular theme related to some of my points above. Would that approach work?
Without naming my mentor, his background is Strategy, he is an ex consultant, and currently runs "˜initiatives' "˜within the business and is considered amongst senior exec's as a super sharp performer. I do not know him personally very well beyond his background other than having on one previous occasion a coffee with him about his role. Having a very thin existing relationship I think has its in merits in that it should allow for a more honest and objective relationship to develop.
I already appreciate that mentoring is not about bringing into the scope of discussion personal issues or rubbishing your existing manager or colleagues.
I currently work for a large Fin Services company as a BA and look towards moving into strategy work. I do not necessarily like working in the corporate world however since I am my intention is to make the most of it.
Thoughts appreciated.
A General Manager at my work has agreed to mentor me for a period of 6 months. I am catching up with him in the next day or two to discuss how we go about this and what we both want to get out of this. According to my company's mentoring framework, we would be required to meet once a month over the 6 month period.
I have put it to him in my requesting email that from my end, I am fundamentally looking to get out this reflective dialogue and professional influence in the areas of
"¢\tCritical thinking
"¢\tThought Leadership
"¢\tInfluence and Interpersonal Relationship
"¢\tTaking a broader view of issues and challenges faced in business
"¢\tReflection and strategising a "˜directionally correct"˜ career path
Do those points sound reasonable? Is there anything I should change or anything I could/should add in addition?
I am thinking at the moment that each session could be split between points of issues and reflections of the previous month and, discussion on a particular theme related to some of my points above. Would that approach work?
Without naming my mentor, his background is Strategy, he is an ex consultant, and currently runs "˜initiatives' "˜within the business and is considered amongst senior exec's as a super sharp performer. I do not know him personally very well beyond his background other than having on one previous occasion a coffee with him about his role. Having a very thin existing relationship I think has its in merits in that it should allow for a more honest and objective relationship to develop.
I already appreciate that mentoring is not about bringing into the scope of discussion personal issues or rubbishing your existing manager or colleagues.
I currently work for a large Fin Services company as a BA and look towards moving into strategy work. I do not necessarily like working in the corporate world however since I am my intention is to make the most of it.
Thoughts appreciated.
