KMP+ House of Mentoring 20th anniversary publication

Celebrating our 20th anniversary Looking back – moving forward

YEARS IN

Mentoring Matters

Table of Content 20 years of learning .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Our story .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 The foundation years: The development of the

Mentor+ModelTM and the Mentor+SurveyTM .. . . . . . . 8 Mentoring then and now .. . . . . . . . . . . . . . . . . . . . . . . . . 14 Why mentoring matters in the future . . . . . . . . . . . . . 15 Mentoring develops leadership skills valuable for

young leaders and top executives .. . . . . . . . . . . . . . . . 16 Developing a strong partnership .. . . . . . . . . . . . . . . . . 18 What is the difference between mentoring

and coaching? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Mentor’s Many Roles .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

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“My interest in mentoring comes from a deep curiosity about how to create learning processes that integrate individual and organisational learning and impact longterm business success. �

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20 YEARS OF MENTORING

20 years of learning An organisation is a living organism. Observing, under-

How to place this learning within a framework of social

standing and influencing how all the different “cog-

learning – learning together with others – in such a

wheels” of the organisation interact and impact on

way that both the individual’s needs and wishes and

the organisation’s ability to perform, evolve and be

the organisation’s strategic purpose is achieved has

successful, is a very special experience. At KMP+ House

been the focus of KMP+ House of Mentoring since the

of Mentoring we have had the privilege of developing

start in the year 2000.

people and organisations for 20 years. Based on our experiences and research, I firmly believe that

With this perspective in mind, we have explored

mentoring has a unique ability to connect people, to set

different approaches to mentoring in many kinds

the cogwheels in motion and create very special people

of organisations and within many different cultural

relationships that influence corporate culture, pave

settings. We have researched mentoring together

the way for better collaboration across organisational

with our colleagues around the world and shared

boundaries and enable long-term business success.

our knowledge through books, articles, blogs and conferences. Today, I am more convinced than ever

My interest in mentoring comes from a deep curiosity

that the ability to learn, adapt and constantly reinvent

about how to create learning processes that integrate

yourself is critical for the individual to achieve long-

individual and organisational learning and impact long-

term career success and for the organisation to attract,

term business success. All individual learning takes

retain and develop the right kind of talents.

place within a specific context such as the organisation where the individual is working and the country – or

I am very proud of what we have achieved over the

countries – in which the organisation is doing business.

years in collaboration with our clients, with present and former colleagues and our executive business

Finding the connection between how the individual’s

mentors, and with research and consulting colleagues

learning impacts the organisation and how the

around the world.

organisational context impacts the individual’s learning is key to an effective mentoring programme.

Kirsten M. Poulsen, Founder and CEO

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Our story In Denmark, in the fall of 2000, when this story starts, mentoring was new and exciting. There was no Danish literature about mentoring, so when one of our first clients needed to establish a mentoring programme Kirsten M. Poulsen reached out to her network around the globe to learn more. This became the start of a long and exciting journey exploring and applying mentoring as a key tool for developing people and organisations.

Since the beginning we have been collaborating with our international network of consultants and researchers to design and deliver organisational, leadership and talent development for clients. We have delivered many different projects such as training Lean

This research resulted in the creation of our first

facilitators and implementing Lean methodologies,

mentoring concepts, the Mentor’s Many Roles and

facilitating strategy development and implementation,

the Mentor+SurveyTM. In 2009, Spar Nord Bank, the

delivering leadership development programmes,

fifth largest bank in Denmark, became the first client

transformational change projects and of course

to experience these mentor roles as a card game in

mentoring programmes supporting these projects as

a training session for mentors. Their feedback and

well as stand-alone mentoring programmes.

engagement in the game, inspired us to conceptualize the Mentor+GameTM into one set of cards for

An important milestone in our journey towards

training and another set of cards for the mentoring

becoming the House of Mentoring was the

collaboration. In 2015, we developed and published

implementation of a research project in 2003-2004

the Workbook for Mentors and Mentees, and in 2018

exploring mentoring in a Scandinavian context.

the Mentor+UniverseTM was launched as our digital

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20 YEARS OF MENTORING

toolbox for mentors and mentees. We wish to thank all the clients who have taken part in this process, given us feedback, challenged us to think out of the box and taken the time to explore and evaluate what works in real life. This has been a true co-creation process.

Additionally, client projects have given us the opportunity to apply our approach to mentoring internationally and to mentors and mentees from practically all over the world and proven that the concepts and tools work across cultures and in many different contexts.

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Learning is a continuous and never-ending process, and we keep on learning together with our clients.

We have delivered online training and workshops since 2014, and in 2017 we started digitizing our products and services. Now, we are helping organisations go fully digital and embrace new opportunities for innovating mentoring programmes and organisational development. n

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20 YEARS OF MENTORING

YEARS IN

“20 years of success with excellent mentoring programs, tools and books of highest professional standards, innovation and passion - my warmest congratulations. It is a real inspiration working

“I am lucky to network with so many people, who

with you!

have great intellect, a good sense of humour and a passion for coaching and mentoring. I forget

With the International Cross-Mentoring Program

how many years Kirsten and I have known each

we have been honored by your continuous

other and worked together, but it has certainly

support since 2008 and look forward to many

been fun.

more years of running great and inspiring programs together.”

Mentoring has evolved so much in the past two decades. From a privilege for elites, it has

Rita Knott, International Cross-Mentoring Program

become a major movement for social change

Business Partner

– and Kirsten has been at the forefront of that transformation. Now there are many, many applications of mentoring, from maternity and paternity, through ethical mentoring, reciprocal mentoring to climate change mentoring – to name but a few!

Congratulations, Kirsten from one mentoring pioneer to another!”

David Clutterbuck, Professor and Co-Founder of EMCC

“Happy anniversary! It has been a pleasure working with you and KMP+ over many years.

You always go the extra mile to make sure the mentoring program at UiO is successful. I appreciate your professionalism, curiosity for new knowledge and your ability and creativity in finding solutions and new ways of initiating learning. You are such an inspiration! Wish you the best of luck with the celebration and the future.”

Hege Elisabeth Løvbak, University of Oslo

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The foundation years: The development of the Mentor+ModelTM and the Mentor+SurveyTM Inspired by working with mentoring and the development of managers and

employees, Kirsten M. Poulsen and Christian Wittrock in 2003-2004 carried out the largest systematic study to date in Scandinavia of the use of mentoring programmes in an organisational context

By Christian Wittrock, Researcher, Innovation and

facilitation skills of the instructor – Kirsten. In addition,

Enterprise Development, the Work Research Institute,

I felt the impact of mentoring on my own personal

Oslo Metropolitan University, Norway.

and professional development. I therefore reconnected with Kirsten, when I was finalizing my post graduate

I have been interested in people development since

bachelor’s in business administration and needed

the beginning of my career, as I have felt that the

access to an empirical case study, feeding into my final

people part of strategic planning and organisational

paper. That contact led to a shared business venture

development all too often is missing. This is possibly

lasting 10 years, when I decided to become a full-time

because mainstream management thinking even

researcher.

today, and certainly in the early 1990s, was and is heavily influenced by the engineering roots of

From early 2003 and onwards, I worked with Kirsten

managerial thought. In 2001 that interest led me to

to build the knowledge base, which she has taken

participate in a mentoring programme and mentoring

to impressive heights, added to, and developed into

education, offered by my trade union. The programme

a large array of tools and techniques, which to my

and education were designed by a company called KMP

knowledge is at the forefront of mentoring practice

& Partners (today’s KMP+ House of Mentoring), headed

today on a global scale. Kirsten pioneered mentoring

by Kirsten M. Poulsen. I was impressed with the rigor of

in Denmark, commencing work just a pinch after Birgit

the programme, and the immense energy, power and

Signora Toft and Professor Steen Hildebrandt published

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20 YEARS OF MENTORING

Christian Wittrock

their first book, and introduced the topic to a larger audience in Denmark. Kirsten has also become an actor on the international scene of mentoring with book contributions, conference contributions and not least contracts with international clients. In addition, Kirsten has worked to connect the Danish mentoring and coaching community to the international one, notably through the foundation of the Danish branch of the European Mentoring and Coaching Council (EMCC), which she developed and headed for many years.

In 2003, when Kirsten and I started developing the Mentor+ModelTM and the Mentor+SurveyTM, mentoring was in its infancy in Denmark. There was a growing enthusiasm for the concept, but not a lot of focus on the potential business impact. In addition, the actual mentoring relationship was more or less a black box, and little was known about the actual mentoring process. With this in mind, we decided to build up knowledge tying the use of mentoring programmes closer to organisational outcomes. We wanted to gain knowledge on the actual mentoring process and its organisational antecedents, to map the core elements of mentoring programmes in organisations, and to

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“We set out to conduct what was – and to my knowledge still is – the largest research project on mentoring in an organizational context, carried out in Scandinavia. “

gain a clearer understanding of the organisational

years through using the Mentor+SurveyTM to evaluate

antecedents of effective programmes. Our goal was to:

mentoring programmes at the clients of KMP+ House of Mentoring, resulting in what we believe

• map the use of different types of mentoring programmes.

• identify success criteria for effective programmes.

to be one of the largest databases in Europe with individual responses from mentors and mentees in an organisation context.

• develop a toolbox for designing and implementing mentoring programmes.

From 2003 to 2004, we conducted telephone interviews with HR managers and HR professionals

In this undertaking, we took our lead from the

running mentoring programmes, read extant

pioneering research performed at Sheffield-Hallam

research on mentoring, designed and tested an

University in the UK, spearheaded by Professor David

initial questionnaire, and gathered responses from

Megginson, Professor David Clutterbuck, and later

participants in mentoring programmes with well-

Professor Bob Garvey. Additionally, we were inspired

defined purpose and structure. The questionnaires

by the research undertakings in coaching by leading

to mentees, mentors, and programme coordinators

providers such as the Ashridge Centre for Executive

were administered through an e-survey platform, and

Coaching under the leadership of Erik de Haan. We

the participating organisations selected through the

set out to conduct what was – and to my knowledge

knowledge gained from the telephone interviews.

still is – the largest research project on mentoring in an organisational context, carried out in Scandinavia, and build a survey tool which could benchmark mentoring programmes using questionnaire responses. This database has been developed over the

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20 YEARS OF MENTORING

Top Management

Programme Purpose Professional Competencies

Programme Management Personal

Development Presence

In addition, we picked out seven cases to scrutinise further. In those case organisations, we conducted

Manager

Career Development

developed from the e-survey questionnaire and the

Learning and Developing The Mentoring Conversation Motivation Mutual Evaluation

Knowledge Sharing

semi-structured interviews with mentors, mentees, and the programme coordinators, using an interview guide

Developing the Relationship

Supervision

Cultural Understanding

Family

Networking Active Listening

Preparation

explorative telephone interviews. We also did a focus group interview with experienced mentors several

Organisation

different organisations.

The Mentor+ModelTM

As a next step, we performed statistical analyses on the survey responses and developed a second generation of the survey. The second generation

as well as dilemmas and issues that had occurred

has a factorial design and four layers, which allows

in the development and implementation of these

for statistical modelling of interactions between

programmes. In short, we wanted to avoid the “hurray�

the four layers in the model. The Mentor+Model

type of research that the field of management and

is based on this statistical analysis, and hence

consultancy is all too full of and put something in its

represents a validated model for the design of

place that would be useful for organisations seeking

mentoring programmes, built from a combination

to enhance business and efficiency through mentoring

of extant theory, interviews and statistical modelling

programmes. Therefore, a key criterion for selection of

of survey responses. Likewise, we analysed our

cases was that the organisations had a clear purpose

interviews to build case descriptions of good

for their mentoring programmes, which could be

mentoring programmes. In our case descriptions,

articulated in the write-up and assessment of the

we took great care to highlight possible trade-offs

results obtained.

TM

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years after commencing the initial research, in 2012 we Kirsten

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company of researched-based educational books in Denmark. In 2013 the book was named as one of the five best business books of the year in the annual book review of Jyllands-Posten, one of the major national

I have spent many hours with Kirsten working on the Mentor+SurveyTM, the Mentor+ModelTM, and countless other projects, and I can attest from first-hand experience that Kirsten is an immense powerhouse of energy, who never gives up. She is great fun to work

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with and visionary. Kirsten always maintains a positive mindset and an eye for opportunity. She is also an excellent mentor, and I have learnt a lot from working with her, much of which I (seek to) apply in my current work. Kirsten has a fantastic eye for the design of

It took far longer time than either of us had anticipated

organisational processes and is an excellent facilitator.

in our initial enthusiasm to write the book, reporting

She also takes great care to clarify what the client

from our study. While writing and working with the

needs, and her work is always purposeful.

data collected, we learned a lot first-hand from our work with organisations in setting up mentoring

I am most grateful for everything I have learned

programmes, from training mentors and mentees,

from Kirsten, and very pleased to see her succeed in

from undertaking training as assessors of mentoring

building a strong brand in mentoring services. I warmly

and coaching educations at EMCC, from working

congratulate her and KMP+ House of Mentoring on

as mentors and coaches, and from participating in

their 20th anniversary and wish her and the company

training offered by other providers. However, nearly ten

great success in the future. n

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20 YEARS OF MENTORING

YEARS IN

“Knowing Kirsten from days before her mentoring

“Congratulations! Your baby has grown so

focus, I have always been impressed with her

amazingly in these 20 years. Thank you for

ability to meet challenges head on, her tenacity in

being an inspiration on our common mentoring

doing what she believes is right and her courage

mission.”

in investing all she has – capital, herself – in becoming the best partner for her clients and

Bojana Zupanic, Head of Succession,

business partners. “

Danfoss A/S

Nic Thielsen, VET-Gruppen

“Happy anniversary. Even though I have only been a part of the journey for 10 years I feel that we have known each other a lot longer. You have introduced me to an area that was new to me and your enthusiasm and professionalism have always characterized our collaboration. I am looking forward to continue the inspiring and rewarding collaboration in the years to come. We are still young and have a lot to offer.”

Henrik Blavnsfeldt, Senior Vice President, Realkredit Danmark

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Mentoring then and now In a historical perspective, mentoring was very much

and gradually mentoring took on a more significant

about a master and an apprentice. When mentoring

and strategic role in the development of people and

started to become popular in Scandinavia in the late

organisations.

90’s and beginning 00’s, mentoring was still focused on transferring knowledge and skills from a senior

Modern mentoring focuses on mentoring as a

person to a junior person. In our survey on the use of

mutual, reciprocal learning partnership, where

mentoring in Scandinavia in 2003-2004, we observed

learning is based on reflecting on experience, finding

many mentoring programmes that seemed lacking in

meaning/sense-making, creating new knowledge and

organisational impact, while most mentees felt good

challenging each other to out-of-the-box solutions and

about the attention and career support of a senior

decisions.

person. During these early years, organisations were experimenting with different approaches to mentoring

Our definition of mentoring includes the individual as well as the organisational perspective to emphasize the value of mentoring in a strategic context. n

Mentoring is a strategic development activity that supports the organisation’s vision, goals and values and the participants’ development needs and wishes.

Mentoring is a learning partnership between two people with different levels or kinds of experience, where both can achieve new learning, new insight and personal growth.

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Why mentoring matters in the future “We cannot solve tomorrow’s problems with today’s and yesterday’s solutions”.

With the right technology, e-mentoring programmes can create connections across organizational, geographical and generational boundaries providing even more visibility for diverse talents and alternative

The world is becoming more volatile. It is impossible

career paths paving the way for more knowledge

to predict what will happen tomorrow and how that

sharing and innovation. E-mentoring can be the next

will influence our jobs, careers and organisations. This

step in increasing the value of mentoring. n

situation calls for learning agility, for the ability to adapt quickly to new situations and new challenges – for individuals and for organisations – as well as for a realistic insight into your own abilities and talents and a willingness to invest in your own continued development. Additionally, collaboration across differences and generations as well as well-being are important topics in view of the increased pressure to perform with less resources.

Mentoring is one way to create confidential relationships for meaningful conversations that will help both mentors and mentees making sense of what is happening, develop their ability to adapt and learn, and create new solutions together. With the right design, mentoring can provide a strategic framework for developing an adaptive organisation and for strengthening the values and behaviours that will future-proof the organisation.

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Mentoring develops leadership skills valuable for young leaders and top executives

By Else Beth Trautner, Non-executive Chair, Board

With my own long and broad international business

Director, Chair of Cbio A/S, Chair of Inniti A/S

career, I feel an obligation to share my experiences – both the challenges, the tough times and the

Mentoring is an important tool in the process

many successes I have experienced throughout my

of developing leadership skills at all levels of

professional life. It is the greatest gift one can pass

management and executive positions. Today, leaders

on and extremely rewarding when I see my mentees

need to constantly develop and increase their

– the leaders and executives – develop and become

knowledge and skills to navigate as successful leaders

successful.

in a changing world with increased uncertainty – especially post pandemic. Challenges and problems

During my years as a mentor I have meet many highly

may arise fast in this new world; therefore, the

motivated and talented people, and it has been

ability to navigate and lead through these times

extremely rewarding and inspiring to mentor across

are extremely valuable – some of us will even say

industries. Personally it is extra rewarding to receive

absolutely necessary.

nice updates and request for a dialogue from former

Mentoring provides an opportunity for managers to develop their awareness, capability and leadership while simultaneously building strong, long-lasting relationship with their mentees.

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20 YEARS OF MENTORING

mentees when they want to share new challenges and new successes for example when they grow into more and more senior roles and use the skills developed to groom and develop people in their own organisation.

I have known Kirsten for many years and have been impressed by the business model and strategy that she has developed and implemented. I congratulate Kirsten and the KMP+ House of Mentoring team on their 20th anniversary. n

Else Beth Trautner

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Developing a strong partnership

By Lise Krogh Løvschal, Partner & Senior Consultant

and researchers of coaching and mentoring, charged

at KMP+ House of Mentoring and Executive Coach at

with developing the strategy and processes to become

Krogh & Løvschal

a professional association. Those were exciting times, mentoring and coaching was still relatively new in

I first met Kirsten back in 2007, when Kirsten was

Denmark, and the collaboration between providers,

playing a major role in establishing EMCC Denmark,

buyers and researchers was full of learning.

the Danish chapter of the European Mentoring and Coaching Council.

During these years, Kirsten and I developed a good and close collaboration as President and Vice President, so

EMCC is a professional association originally founded

when I decided to make a career as an independent

in 1992 as EMC, European Mentoring Centre, by David

consultant, it seemed natural to continue this

Clutterbuck and David Megginson. In 2002, EMC

collaboration.

became EMCC, through the work of the seven original founders, David Clutterbuck, David Megginson, Julie

Many ideas and new perspectives around mentoring

Hay, Eric Parsloe, Sir John Whitmore, Bob Garvey and Liz

have flourished in our collaboration. One such is

Borredon. The purpose was and is to unite providers,

Career+navigation, a virtual platform with career

buyers and researchers of mentoring and coaching

navigation inspiration and tools as well as an offer of

to develop, promote, and set the expectation of best

career coaching, face2face or online.

practice in mentoring and coaching.

Another activity in our collaboration is The Executive In the first general assembly of EMCC Denmark,

Business Mentor network which started back in 2011

Kirsten as a representative of the provider side was

and now includes more than 50 experienced mentors.

elected president and I, as HR Director at SAS Institute

All mentors are specially invited to the network

representing the buyer side, was elected vice president.

based on their professional experience and personal

This is where our collaboration first started with a

qualifications. They are trained and accredited as

board of volunteers representing providers, buyers

Executive Business Mentors using the training concept

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Lise Krogh Løvschal

and tools developed by KMP+ House of Mentoring

to success and we do a very thorough piece of work

and the offering includes a clear process based on

exploring mentee’s expectations and considering the

the Mentor+ approach. The quality and outcome of

mentors’ qualification in this process.

the matches and mentoring partnerships are clearly documented through the feedback collected from the

It has been a great pleasure working with Kirsten and

mentees and the praise our mentors receive – which is

with KMP+ House of Mentoring and I look forward to

highly motivating to us and to the mentors. No doubt

continuing the collaboration and developing new ideas

that finding the right match is a very important key

together. n

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What is the difference between mentoring and coaching?

By Reinhard Stelter, Professor of coaching psychology

level. One central phrase I always quote Kirsten for is:

at the University of Copenhagen and Visiting Professor

“Mentoring is a learning alliance”. From my perspective

at Copenhagen Business School, including practicing

as a theory-oriented researcher and as a practitioner

mentor and coach. Accred. coaching psychologist and

in both mentoring and coaching, I couldn’t agree more

Hon. Vice President of the International Society for

with this statement.

Coaching Psychology.

I started to work as a mentor in the mentoring I met Kirsten for the first time in 2007 during the

programmes of my university and of my labour

early days of EMCC Denmark, the Danish chapter of

union more than ten years ago. With my background

the European Council of Mentoring and Coaching.

in coaching psychology, my first interest circled

Kirsten was the first and founding president of EMCC

around the question: What is the difference between

Denmark, and I was very lucky to become a member of

mentoring and coaching? Here is my answer:

the board. Kirsten always does things wholeheartedly with full engagement and professionalism. I have been

Both mentoring and coaching are learning alliances.

amazed at how much Kirsten involved herself in the

Especially the old definition of mentoring used to be

work of EMCC while at the same time she worked as a

very different. In former times, mentoring was often

consultant and managed the business of KMP+. It has

seen as an experienced colleague supporting a younger

always been fun working with her, and it has been a

newcomer in the organisation. It was very much about

good learning experience for me.

telling what to do, though with a caring hand.

Kirsten is much more than just a normal consultant

In my book The Art of Dialogue in Coaching (from 2019

and director in her own business. She is also a very

– a translation of my Danish book Kunsten at dvæle i

highly respected author and reflective practitioner, who

dialogen), I have some reflections on how I see a clear

has the capability to integrate theory and practice, both

connection between Kirsten’s view of mentoring and

as a conference speaker and in her publications. With

my understanding of third generation coaching: “In

the book Mentor+Guiden, she put mentoring on a new

many regards, mentoring in its current meaning is

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20 YEARS OF MENTORING

a fairly apt term for the dialogue form that I strive

To finalize some of the commonalities between

for [namely third generation coaching]. The mentor

Kirsten’s understanding of mentoring and my

acts as a volunteer, unpaid adviser or trainer. It is

understanding of third generation coaching I would

therefore important to fashion the conversation in

like to share a second quote from The Art of Dialogue

such a way that it is also rewarding for the mentor.

in Coaching. Here, I highlight a central key factor which

Unlike the coach in a traditional coaching relationship,

is valuable in many different forms of transformative

the mentor should benefit from his or her role. It is

dialogues and which is definitely central for mentoring

the match between the mentor and mentee that

in the spirit of Kirsten M. Poulsen:

determines the success of the mentor relationship and the fruitful development of the dialogue. The main difference between mentoring and coaching is the volunteer aspect and, to some extent, the absence of professionalism. The mentee cannot expect or demand that the mentor has any professional dialogue skills.

The mentor’s qualifications are his or her commitment and, to some extent, seniority. Although mentoring in its current form has some of the same characteristics as third generation coaching, the mentor often lacks the professional qualifications that professional dialogue partners should be required to attain through quality training.� (Stelter, 2019, p. 11) What drives the mentor is his or her engagement to build a generous human companionship, probably the most important aspect for the success of a fruitful dialogue relationship. This is especially evidenced by new research regarding common factors which supports the importance of the alliance between the dialogue partners.

Reinhard Stelter

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“Striving for moments of symmetry in the dialogue is the perspective and the ambition that distinguishes third-generation coaching from traditional understandings of coaching and other supportive dialogue forms – from therapy to counselling.

Symmetry can best be developed and sought in a community of practice where all the interlocutors have a shared interest in change – in their own lives and in the world, they live in. The partners strive for insight and new knowledge, albeit often without having a clear goal in sight, due to the growing complexity of many issues. Full symmetry will never be possible, however; between one or two participants there are bound to be differences with regard to the knowledge or rhetorical skill they show in the dialogue. However, by developing a community of practice they can approach a shared understanding that helps them to move on – in accordance with the motto of thirdgeneration coaching: In true dialogue both sides are willing to change.” (Stelter, 2019, p. 106) Thanks, Kirsten, for having the pleasure of being a soulmate and companion on your professional path.

Congratulations on your first 20 years. Many years of engagement will follow. I am sure of that. I send you my best wishes. n

Kirsten M. Poulsen

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20 YEARS OF MENTORING

We are working with mentors and mentees from almost all over the world

GREENLAND (DENMARK)

SVALBARD (NORWAY)

ALASKA (USA)

ICELAND

CANADA

RUSSIA

SWEDEN FINLAND

FAROE ISLANDS

NORWAY ESTONIA LATVIA LITHUANIA

DENMARK IRELAND

UNITED KINGDOM

BELARUS

POLAND

NETHERLANDS

GERMANY

BELGIUM

SLOVAKIA

FRANCE

LIECHTENSTEIN

MOLDOVA

AUSTRIA

HUNGARY

SWITZERLAND SLOVENIA

UNITED STATES OF AMERICA

ROMANIA

CROATIA BOSNIA AND HERZEGOVINA

SERBIA

PORTUGAL

SPAIN

GEORGIA

MACEDONIA

ITALY

ARMENIA

ALBANIA

AZERBAIJAN

TURKMENISTAN

TURKEY

GREECE

SYRIA

MALTA CYPRUS

MOROCCO

MEXICO

PAKISTAN KUWAIT

ALGERIA

BHUTAN

EGYPT

SAUDI ARABIA

CUBA HAITI JAMAICA

DOMINICAN REPUBLIC

MAURITANIA

PUERTO RICO (USA)

SAINT KITTS AND NEVIS

BELIZE GUATEMALA

MONSERRAT GUADELOUPE DOMINICA

HONDURAS

CAPE VERDE

MARTINIQUE

EL SALVADOR

SAINT VICENT

NICARAGUA

GUINEA-BISSAU

VENEZUELA

PANAMA

GUINEA

SIERRA LEONE

LIBERIA

GUYANA

NIGER

BENIN

NIGERIA CAMEROON

CENTRAL AFRICAN REPUBLIC

BANGLADESH UNITED ARAB EMIRATES

INDIA

OMAN

GABON CONGO

LAOS

THAILAND

GUAM

VIETNAM

CAMBODIA

UGANDA KENYA

DEMOCRATIC REPUBLIC OF THE CONGO

TAIWAN

MYANMAR (BURMA)

YEMEN

PHILIPPINES

ADAM AND NICOBAR ISLANDS (INDIA)

ETHIOPIA

SOUT SUDAN

EQUATORIAL GUINEA SAO TOME

BRAZIL

QATAR

DJIBOUTI

TOGO

BIOKO (EQUATORIAL GUINEA)

FRENCH GUIANA

ECUADOR

PERU

ERITREA

SUDAN

BURKINA FASO

CÔTE GHANA D’IVOIRE

SURINAME

COLOMBIA

CHAD

SENEGAL THE GAMBIA

BARBADOS

TRINIDAD AND TOBAGO

COSTA RICA

MALI

NEPAL

LIBYA

WESTERN SHARAH

THE BAHAMAS

JAPAN

KASHMIR

ISRAEL JORDAN

CANARY ISLANDS (PORTUGAL)

SOUTH KOREA

CHINA AFGHANISTAN

IRAN

IRAQ

LEBANON

TUNISIA

MADEIRA ISLANDS (PORTUGAL)

NORTH KOREA

UZBEKISTAN BULGARIA

MONTENEGRO

AZORES (PORTUGAL)

MONGOLIA

KAZKAHSTAN

UKRAINE

CZECH REPUBLIC

LUXEMBOURG

SRI LANKA

SOMALIA

MALAYSIA

RWANDA

INDONESIA

BURUNDI SEYCHELLES

CABINDA (ANGOLA)

TANZANIA

PAPUA NEW GUINEA SOLOMON ISLANDS

COMOROS

ANGOLA

ZAMBIA

MALAWI

BOLIVIA ZIMBAWE

NAMIBIA

VANUATU

MOZAMBIQUE

FIJI

MADAGASCAR

MAURITUS REUNION (FRANCE)

BOTSWANA

PARAGUAY

MAYOTTE (FRANCE)

NEW CALEDONIA (FRANCE)

AUSTRALIA

SWAZILAND

CHILE

SOUTH AFRICA

URUGUAY

LESOTHO

ARGENTINA

NEW ZELAND

FRENCH SOUTHERN AND ANTARTIC LANDS (FRANCE)

FALKLAND ISLANDS (UK) SOUTH GEORGIA (UK)

HEARD ISLAND (AUSTRALIA)

20 YEARS OF MENTORING

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Mentor’s Many Roles The 10 situational mentor roles are the key to under-

more roles for a specific conversation or topic depends

standing the learning opportunities of mentoring. The

on the mentee’s needs, context and personality, the

roles represent the many different ways of facilitating

skills, experience and personality of the mentor, and

and supporting the mentee’s learning. Choosing one or

the quality of their relationship.

Knowledge Sharer Shares professional knowledge when needed

Storyteller

Networker

Friend

Coach

Tells stories to inspire mentees

Supports mentees in developing and using networks

Encourages and supports mentees

Ask questions that provide new insight

Advisor

Discussion Partner

Door Opener

Enters into discussion with and challenges mentees

Open doors and provides references

Critic

Sponsor

Provides mentees with constructive feedback

Provides mentees with career guidance

Gives expert advice

24 |

20 YEARS OF MENTORING

20 YEARS OF MENTORING

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