How do you design and build a situational mentoring program? Take the traditional approach of pairing or matching a mentor and mentee and turn it inside out by adding several more mentors and mentees. And yes, you now have a situational mentoring group or team.
In todayâs society of social networking and media apps think in terms of pairing the best or most knowledgeable mentor at the right time and in the right situation when the mentee has the most need or desire to learn. As stated in the book Nine Shift, networking is replacing the hierarchy structure in business and society, so too should we restructure the mentoring process so that it draws from the strength of a network.
The foundation to situational mentoring is built upon the management concept of situational leadership, developed by Paul Hersey and Ken Blanchard. A successful mentoring program requires that a mentor is able to share, convey, teach and/or impart their knowledge or skills to the mentee. The core of the Blanchard model, Situational Leadership II, highlights four primary leadership delivery styles: directive, coaching, supportive, and delegating. Like any good leader, the mentor is likely to be most effective in one or two delivery styles and less so in the others. A practical strength of situational leadership is that it also takes into consideration the development level of the subordinate, or in this case the mentee. Using a four step sliding scale the mentee is rated on competence and commitment.
The win â win of situational mentoring comes when the mentor using his or hers most effective delivery style is matched to the level of development of the mentee at the time of need. One example would be the mentor best at using a coaching approach when the mentee has a low commitment but some competence on a project. Another correct example would be the mentor most effective using a supporting approach is matched to the mentee who has high competence but variable commitment.
The intent of a well planned mentoring program is to identify key leaders (mentors) that are willing to share their knowledge and time with the next level of potential leaders (mentees). A situational designed mentoring program allows for the mentor who is most effective in a delivery approach to be matched with a mentee as the mentee learns and works through different development levels. It is very important that clear goals and expected learning outcomes are established and communicated from the outset of the mentoring experience by all participants of the group. A successful situational mentoring program can be a win â win âwin for everyone, the mentor, the mentee, and the organization that supports the program.