Part 1: Mentoring Is …

Chapter 1: Panning for Insight: The Art of Mentoring outlines what mentoring is (and is not), describes mentoring traps to avoid, and offers perspectives on how to make the mentoring relationship effective. This chapter also provides an overview of the mentoring model used to structure the book.

Chapter 2: Mentoring in Action: The Act of Mentoring Up Close has a simple and singular purpose: to present the feel and drama of mentoring. Often participants in coaching and mentoring classes ask, “Could you show a movie of what solid mentoring looks like, so we could know it when we see it?” This chapter attempts to provide the screenplay for such a movie. It will be a case to which we return throughout the book to make key points about the mentoring partnership.

Chapter 3: Assessing Your Mentoring Talents: A Self-Check Scale is the chapter with the self-scoring instrument. Since several chapters have sidebars that apply the results of this instrument, we recommend that you read this chapter and do the self-check before going on to other chapters. Read chapters 1 through 3 first, then select whatever chapter fits your need. You are welcome to photocopy the instrument if you would rather not write in the book.

Chapter 4: Case Study: Every Knock’s a Boost. Throughout this edition of Managers as Mentors, we provide case examples of well-known leaders describing their experiences as the protégés to effective mentors. The first case study is an interview with Mark Tercek, CEO of The Nature Conservancy. The Nature Conservancy is the leading conservation organization working around the world to protect ecologically important lands and waters for nature and people. Before joining The Nature Conservancy, Mark was a managing director at Goldman Sachs, where he played a key role in developing the firm’s environmental strategy. He holds an MBA from the Harvard Business School.