Future Leadership Mentoring Framework

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RCSC: Future Leaders Mentoring Programme ................................................................... 2Overview ............................................................................................................................. 2What is the Purpose of Mentoring? ..................................................................................... 2What is a Mentor? ............................................................................................................... 3

Mentor Characteristics ..................................................................................................... 4What is a Mentee? ............................................................................................................... 6

Mentee Characteristics .................................................................................................... 6Mentoring Roles and Responsibilities ................................................................................. 8

Mentor ............................................................................................................................. 8Mentee ............................................................................................................................. 8Supervisor ........................................................................................................................ 9RCSC Civil Service Wellbeing Divisions Role .............................................................. 9

Closure of the Mentoring Relationship ............................................................................. 10Future Leaders Mentoring Programme M&E ................................................................... 11Annex 1: FLMP Feedback Form ....................................................................................... 12

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RCSC:FutureLeadersMentoringProgramme

OverviewMentoringplaysakeyroleindevelopingone'scareer.Thementoringpartnershipisanagreementbetweentwopeoplesharingexperiencesandexpertisetohelpwithpersonaland professional growth. A mentor is someone of substantial experience, talent orprofessionalstandingwhonurturesthecareerofamentee(e.g.,apprentice,internorunderstudy).Thekeytosuccessfulmentoring is torecognizeandrespecteachother’sstrengths and differences, clarify expectations and roles, establish clear goals and amentoring action plan, and to manage the mentoring process to ensure requiredmeetingstakeplace.

WhatisthePurposeofMentoring?

The purpose of the Future Leaders Mentoring Programme (FLMP) is to guide thedevelopmentofyoungcivilservantsearlyintheircareer–thefirstonetotwoyears–sothattheyreceivethenecessaryguidancetohelpdeveloptheirfullpotential.

Tostartwith,thepilottargetgroupwillbethePGDPA.Basedontheexperience,itwillbeexpandedtoincludealltheothergroupsiffoundtobedesirable.

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Theobjectiveoftheprogramistodevelopacommunityofprospectivefuture leaderswhowill goon toplaykey roles in thecivil serviceand thereby the realizationof thecountry’svision.

WhatisaMentor?

Amentor isanexperienced individual thatservesasatrustedcounselor, loyaladviserand coach who helps and guides another individual’s development. The mentor is aconfidantwho provides perspective, helps the candidate reflect on the competenciesthey are developing, and provides open, candid feedback. Mentors have a uniqueopportunitytoserveasa“soundingboard”forthecandidateonissuesandchallengestheymaynotsharewithindividualswithintheirownorganization.Mentorsarepeoplewhoareinterestedinandwillingtohelpothers.

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Tobeginwith,theRCSCwillbeavailingtheservicesofretiredExecutives–GovernmentSecretariesetc.EachMentorwillbeassigned8mentees.

MentorCharacteristics• PeopleOriented:

One who is genuinely interested in people and has a desire to help othersdevelopandgrow.Asuccessfulmentorisonewhoprovidessufficienttimewiththe mentee, possesses good people skills and knows how to effectivelycommunicateandactively listen. Active listening isa skill that includespayingattentiontothebodylanguageandothersensorycuesofthementee.Amentormustalsobeabletoresolveconflictsandgiveappropriatefeedback.

• GoodMotivator:Amentorneedstobeabletomotivateamenteethroughencouragingfeedbackand constant challenging to improve. A mentor will expand a mentee’sexperiences.

• EffectiveTeacher:Amentormustunderstand the skills andknowledge requiredby thementee'spositionandgoals,andisabletoeffectivelyteachtheseskillstothementee.

• Technicalexcellence:A successful mentor is usually one who has been successful in their field ofexpertiseandpossessestheeducationalbackgroundandexperienceneededforachievement. A skilled mentor possesses and maintains current, up-to-datetechnologicalknowledgeand/orskills.Amentorattempts to inspireamenteewiththesamedriveforachievement.

• CSValuesandWork:Amentortakesprideinthecivilservicevalues.Amentorisrespectedbyhisorherpeersandmanagementandservesasarolemodel.Amenteemay looktohisorhermentorforguidanceoninterpretingpoliciesandprocedures.Inorderto provide this guidance, a mentor needs to know and understand thisinformation.

• RespectsOthers:A mentor is one who shows respect for another's wellbeing. Every person,includingthementor,hascertainvulnerabilitiesandimperfectionsthatmustbeaccepted. Amentor should learn to accept amentee'sweaknesses andminorflaws,justasthementeemustlearntoaccepttheweaknessesandflawsofthementor.Mentors can, in fact, help amentee explore his or her vulnerabilitiesand imperfections. Without passing judgment, a mentor must also recognizethatdifferences inopinions, values,and interestswill exist. Byaccepting suchdifferences,amentorprojectsopennesstoothers.

• Confidentiality:

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Good mentors are experienced individuals that have a good reputation forhelping others develop their skills. Maintaining the confidentiality of thementor/menteerelationshipisalsocrucialforsuccess.

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WhatisaMentee?

A mentee is a self-motivated individual seeking to continuously promote personaldevelopment. A mentee recognizes personal strengths and weaknesses and activelyseeksmethodsforpersonalgrowth.

MenteeCharacteristicsA successful mentoring relationship not only depends on the characteristics of thementor,butalsoonthecharacteristicsofthementee.Thefollowingarecharacteristicsofthe"ideal”mentee.

EagertoLearn:• Amentee has a strong desire to learn new skills and abilities, or a desire to

developexistingskillsandabilities.Amenteeseekseducationaland/ortrainingopportunities whenever possible to broaden his or her capabilities. Amenteestrivestoelevatehisorherleveloftechnicalskillsandprofessionalexpertisetogainagreatermasteryofthejob.

TeamPlayer:

• Amenteeusuallymustinteractwithmanyothersasapartoftherequirementofhisorherposition.Itisimportantthementeecooperateandcommunicatewithothers.Amenteemustbeateamplayerandcontributeasmuchaspossibletothementoringrelationship.Todothis,amenteeshould:

• Initiateandparticipateindiscussions• Seekinformationandopinions• Suggestaplanforreachinggoals• Clarifyorelaborateonideas• Resolvedifferences• Befairwithpraiseandcriticism• Acceptpraiseandcriticism.

Patient:

• Amenteemustbewillingtoputtimeandeffortintothementoringrelationship.Amenteemustperseverethroughthedifficultiesthatariseduringthelearningprocess. A mentee should be realistic enough to know that careeradvancement/performanceimprovement,doesn'thappenovernight.

RiskTaker:

• Amenteemustmovebeyondtasksthatheorshehasmasteredandacceptnewandmorechallengingexperiences.Taskchangesarenevereasy.Amenteemustrealize that togrowprofessionally, it isnecessary toassessoneself, toacquire

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neededskills,todevelopnewskills,andtomakecontactwithothers.Amenteemustbewillingtotakechances.

PositiveAttitude:

• Thisisthemostimportanttraitforamenteetopossessbecauseitisabrightandhopefulattitudethatcanhelpamenteesucceed.Anoptimisticmenteeismorelikelytotackledifficultiesandtostayoncourse.Amenteeshouldnotbeafraidtofail.Justasamentorismorethanateacher,amenteeismorethanastudent.Amentee,asabrightandmotivatedindividual,isthefutureofanorganization;theinsurancethatawell-trained,high-qualityworkforcewillexisttomeetlong-termemploymentneeds.

OtherAspects:

• A mentee should take the lead in the relationship evaluating his/her ownstrengths and weaknesses and in setting goals, initiating discussions, andmaintaining communication. Mentees should also be appreciative of theirmentor's time, follow through on commitments, and seek to maintaincommunicationwiththeirmentoraftertheformalizedrelationshipisover.

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MentoringRolesandResponsibilities

MentorTherolesandresponsibilitiesofthementorareto:

• Demonstrateawillingnesstocommittothementoringprocess.• Develop a mentoring contract/agreement clarifying the expectations of the

mentoringpartnership.• Assistindevelopingandmonitoringthementee’sIndividualWorkPlan(IWP).• Provide inroads and opportunities for developmental experiences for the

mentee.• Meet(orconnect)withthementeeatleast4timesayearandplantospendan

averageof1-2hourseverymeeting.• Assumefourmaincoachingroles:

o Teacher:Assistingmenteeinsettingdevelopmentalgoalsando planstoachievethem.o Counselor:Discussingwork-relatedconcernsimpedingo performanceorcareergrowth.o Guide:Sharingorganizationalknowledgegainedfrompersonalo experience.o Challenger:Providingobjectiveandhonestfeedback.

• Actasasoundingboardforthementee.• Assistthementeeinsettingdevelopmentalgoals.• Providedevelopmentalfeedbacktothementee.• Providefeedbackontheeffectivenessofthementoringpartnershipatthemid-

pointandtheendofprogram.

MenteeTherolesandresponsibilitiesofmenteesareto:

• Takeinitiativeandbeproactiveinhis/herowncareerdevelopment.• Developamentoring contract/agreement that clarifies theexpectationsof the

mentoringpartnership.• Keepthesupervisorinformedofmentoringprogressandscheduletoensurethatitdoesnotconflictwithassignmentsandpriorities.• Participateinopenandhonestdiscussionswiththementor.• DiscussIWPwithfeedbackfrommentorsandsupervisors.• Meetwiththementoratleast4timesayearforapproximately1-2hoursevery

meeting.Keepintouchasrequired.

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• ProvidefeedbacktoRCSContheeffectivenessofthementoringpartnership.

SupervisorThesupervisorplaysacriticalroleinthesuccessofthementoringpartnership.He/shecan reinforce the learning by providing timely feedback and opportunities to practicenewskills.Therolesandresponsibilitiesofthesupervisorareto:

• Meetorcoordinatewiththesubordinateandhis/hermentortodiscusstheIWP.• Support theemployee in thedevelopmentalprocess toassist in the successful

completionofhis/herIWP.

RCSCCivilServiceWellbeingDivisionsRoleTheroleoftheRCSCwillbetoassignmentorsandfacilitatetheimplementationofthementoring framework. At the end of the first year, the RCSCwill obtain feedback onwhetherthementoringrelationshipisfoundtobeusefulfromtheperspectiveofbothmentor and mentees as per annex 1. If found to be useful, it will be continued foranother year. It will conclude with a formal self-assessment of the mentoringrelationshipandfeedbackbyboththementorandthementee.ThefocalfortheRCSCFutureLeadersMentoringProgramisTsheringChoden.Pleasecontactherforanythingrelatedtothisprogram.

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ClosureoftheMentoringRelationshipThe mentoring relationship will be concluded either when the relationship is notworkingtothesatisfactionofboththementorandmenteeorattheendoftwoyears.Signsofproblemsinthementoringrelationshipcouldbesignalledbythoughtssuchas:

• "Iamboredanduninterestedwhenmeetingwithmypartner."• "Mymenteerequiresalotofattentionandwork.It'sachorewheneverwe

meet!”• "Ihaverunoutofthingstodiscusswithmymentor—Iguessit'stimetoendthe

relationship?”• "Wemeetandhaveagooddiscussionbutthereislittlefollowthroughonthepart

ofmypartner."• "MymentordoesmostofthetalkingandIjustlisten.IthoughtIwastheperson

we'resupposedtofocuson."

If the people involved experience such thoughts, it's time to end the relationship.Whether you are amentor or amentoree,we don'twant towaste your time on anineffective relationship.Ofcourse,on theotherhand, this couldbeanopportunity tochangetherelationshipsignificantlysothatboththepartiesaregettingwhattheyneedfrom the relationship. This means having a conversation about expectations. Someways to change the above statements intomore positive and exploratory statementsare:

• "IwonderifwecanexploreothertopicstodiscussasI'mnotasexcitedabouttheareaswe'vebeencovering.Whatdoyouthink?”

• "Youknowmentee,IfeellikeI'vebeentooinvolvedinmanagingourconversations,Ireallywouldliketodiscusswaysthatyoucouldbemoreincontrolduringoursessions."

• "IfeellikeI'mrunningoutofareastodiscuss.I'mnotsureifthatmeanswehavecometotheendofourrelationshiporwhetheritmeansweshouldexploreotherareaswehaven'tdiscussed.Whatareyourthoughtsaboutthis?”

• "Mentor,you'vebeensharingalotofusefulinformationbutI'dliketoswitchgearsalittle.ThenexttimewemeetI'dliketodiscussXandbeginbypresentingyouwithmythoughtsandproposedsolutionsandgetyourfeedback.Thiswillhelpmetobemoreproactiveinourdiscussions."

Basically, if someone is willing to be a mentor, there's always something to discuss.Therefore,asamentee,ifyoufindyourselffeelinglikeit istimetoendthementoringrelationship, ask yourself if it's really an opportunity to have a more meaningfulrelationshipratherthanputanendtoit.

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FutureLeadersMentoringProgrammeM&EMentoring brings value to everyone involved in its practice: mentees, mentors,supervisorsandtheorganization(s)forwhichtheywork.Menteeshaveanopportunitytogainwisdomfromsomeonewhohastraveledthepathbeforethem.Mentorshaveanopportunity to invest themselves in someone who seeks what they can offer. Theorganizationhas theopportunity to shareandspread itsacquired learningandknow-how.Inadditiontothosewhoaredirectlyinvolvedinitspractice,mentoringalsohelpsthe community at large because it fosters an environment in which people worktogetherandassistoneanotherintheirdrivetobecomebetterskilled,moreintelligentindividuals. The RCSC will continuously monitor this programme to ensure that itachievesitsobjectiveofgrooming,nurturingandfulfillingcivilservantspotential.

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Annex1:FLMPFeedbackFormMentee Session Feedback Form - for the RCSC Mentoring Program (To be completed by Mentee) Mentee’s Name: _______________________________ Date: Mentor’s Name: _______________________________ Date of next session: Instructions: Please respond to the following statements using the scale provided below. Any additional qualitative comments can be provided at the end of the form. Please provide concrete examples to support your answers to these questions. My mentor runs effective sessions, beginning the sessions on time and setting and adhering to an agenda. Never

Always

1 2 3 4 5 My mentor provides appropriate feedback in a constructive manner Never

Always

1 2 3 4 5 My mentor is aware of available development offerings and can identity valuable opportunities to improve my competency Never

Always

1 2 3 4 5 Overall satisfaction with session Ineffective

Effective

1 2 3 4 5 Additional Comments: Is there any assistance you need from the Mentorship Program Coordinator in the RCSC?