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Becoming an Effective Mentoring Leader


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Table of Contents

Advance Organizer About Mentoring
Part I The Fundamentals of Mentoring
1. The Mentoring Leader
2. The Job Description
3. The Willingness Factor
Part II The How-To of Mentoring
4. Mentoring: The Story
5. Laying The Foundation
6. The Reflective Mentor
7. Mentoring by Example
8. The Storytelling Mentor
9. The Proper Ending
10. Building a Mentoring Program and Mentoring Culture in an Organization
Appendix I: Frequently Asked Questions (FAQs) About Mentoring
Appendix II: What Mentees Should Do
Appendix III: Competencies of Mentors and Mentees
Appendix IV: Rating Instrument for Mentors
Appendix V: Rating Instrument for Mentees
Appendix VI: Getting Started in Launching an Organizational Mentoring Program
Appendix VII: Case Studies on Mentoring

About the Author

William J. Rothwell, PhD., SPHR is Presi-dent of Rothwell and Associates, Inc., and professor of Human Resource Development at Pennsylvania State University. He is a best-selling and award winning author with over 80 books, and his STAR model for strategic succession planning is a global best-practice standard, as is his work on knowledge trans-fer and on the manager's daily role in talent management.Dr. Peter Chee is the President and CEO of ITD World, a global learning solutions ex-pert with over 26 years experience in devel-oping leaders from over 80 countries. He is a chief mentor coach and master trainer of Jack Canfield and John Maxwell programs, the inventor of the Situational Coaching Model (SCM), coauthor of Coaching for Breakthrough Success with Jack Canfield, and the coauthor of The Twelve Disciplines of Leadership Excellence with Brian Tracy.

With Colin Tan and Dr. LowHun Seng

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