Part 5: Extending—Nurturing a Self-Directed Learner

Chapter 21: Beyond the Relationship: Ensuring the Transfer of Learning. The mentor’s responsibility for the partnership does not end at the outer edge of the relationship. Successful mentors must look to ensure that what is learned makes a difference. This means remaining ever vigilant for barriers and obstacles that diminish the efficient transfer of learning.

Chapter 22: “If You Want Something to Grow, Pour Champagne on It!” A key part of the mentor’s role and responsibility is to provide affirmation to their protégé. Affirming is more than a pat on the back. It includes advocating for the protégé, valuing their achievements as well as their effort, and anchoring their nurturance to a larger vision.

Chapter 23: Managing Sweet Sorrow: Life after Mentoring. Almost every mentoring relationship eventually comes to an end. The protégé outgrows the wisdom of the mentor; the protégé’s learning needs shift to an area requiring a different mentor; the protégé or the mentor moves to a new role or place. How the relationship ends affects the readiness of both to establish new mentoring relationships. The parting is a potent platform for continuing growth.

Chapter 24: Case Study: Fly High, Dive Deep. This is an interview with Fred Hassan, managing director of Warburg Pincus, LLC. Warburg Pincus, LLC, is a global private equity firm with offices in the United States, Europe, Brazil, China, and India. Established more than forty years ago, Warburg Pincus has invested more than $40 billion in over 650 companies in more than thirty countries around the world. Mr. Hassan, a native of Pakistan, was chairman of the board of Bausch & Lomb. Prior to that, he was CEO of Schering-Plough from 2003 until late 2009. He holds an MBA from the Harvard Business School.