The Situational Mentor

Because the mentoring process involves a number of distinct stages, a wide range of skills are needed throughout the process and these skills are situational. In other words, a skilled mentor understands the principles of mentoring, but is also able to use appropriate skills according to the person with whom they are working and the stage they have reached in the relationship. In addition, different types of mentoring programme will demand a skills set particular to each. As with many other areas of development, a mix of the theoretical and the practical is needed to ensure that programmes and relationships achieve their potential. In The Situational Mentor: An International Review of Competences and Capabilities in Mentoring, David Clutterbuck and Gill Lane have brought together contributions from leading international academics and practitioners to define the key skills involved in mentoring and explore how these may be tailored to ensure a successful outcome in all instances.

David Clutterbuck is author of nearly 50 books on management development and is widely regarded as the guru on the topics of coaching and mentoring. He has more than 30 years experience in the mentoring field, and has helped hundreds of companies design, implement and sustain successful mentoring programmes. David is Senior Partner at Clutterbuck Associates, the world's leading provider of mentoring scheme support, research and best practice. Gill Lane has worked as a coach, mentor and trainer for more than 30 years, which included 18 years in the NHS and 9 years in a full-time academic role at Henley Management College. In 1986 Gill set up her own coaching and development consultancy, from which Gill Lane Associates was later formed, specializing in the coaching, mentoring and training of senior executives, managers and professionals on a one-to-one, team and group basis.

Chapter 1 Key themes: a literature review, GillLane; Chapter 2 The moral dimension of mentoring, StephenGibb; Chapter 3 Characteristics ascribed to mentors by their protégés, AnnDarwin; Chapter 4 Mentor competences: a field perspective, DavidClutterbuck; Chapter 5 A quantitative view of mentor competence, GillLane; Chapter 6 What about mentee competences?, DavidClutterbuck; Chapter 7 Competences of building the developmental relationship, TerriaScandura, Ekin KPellegrini; Chapter 8 Development and supervision for mentors, DavidMegginson, PaulStokes; Chapter 9 Insights from the psychology of executive and life coaching, Anthony MGrant; Chapter 10 Developmental relationships: a mentoring approach to organizational learning and knowledge creation, LizBorredon, MarcIngham; Chapter 11 The mentor as storyteller, MargaretParkin; Chapter 12 Variation in mentoring outcomes: an effect of personality factors?, TrulsEngstrom; Chapter 13 Virtual mentoring, Professor EllenFagenson-Eland, Rachel YanLu; Chapter 14 When mentoring goes wrong..., Dr BobGarvey; Chapter 15 All good things must come to an end: winding up and winding down a mentoring relationship, David Clutterbuck, David Megginson; Chapter 16 What have we learned from this book?, Gill Lane, David Clutterbuck;