In this Level 5 project, we learn the guidelines for a 6-month mentoring commitment and the process of mentoring the protégé for a significantly longer period. This is quite different from Level 4 where the mentor's role can be as simple as helping a fellow Toastmaster to prepare and complete a project.
A long-term goal is anything the protégé wants to accomplish in the more distant future; from completing one Pathways path, for example, to something more personal like helping him to overcome anxiety issue as a professional speaker. By helping the protégé to develop short-term goals, we may help him reach long-term goals... and at the same time develop our own personal competency.
I have two protégés - one is a Vice President Education and the other Area Director. The former is more focused and knows what he wants to get out of Toastmasters over the next 12 months. The latter looks at a broader picture with a successful career as a professional facilitator. Since the expectation is something outside my scope, I have indicated that I shall focus solely on his Toastmasters goals which are specific and measureable e.g. to achieve his DTM within two years time.
I have two protégés - one is a Vice President Education and the other Area Director. The former is more focused and knows what he wants to get out of Toastmasters over the next 12 months. The latter looks at a broader picture with a successful career as a professional facilitator. Since the expectation is something outside my scope, I have indicated that I shall focus solely on his Toastmasters goals which are specific and measureable e.g. to achieve his DTM within two years time.
Over a 6-month period, monthly goal checks will be an ongoing basis of evaluating the status of the mentor–protégé relationship. Open-ended questions such as "What have you gained from our mentor–protégé relationship up to this point?" and "Have you made progress toward your goals?" would be opportunities to review schedules, plans, and successes.
Feedback is a two-way process. Accepting constructive feedback for both protégé and mentor is important. At the end of the 6-month commitment, both parties will be asked to submit the Mentoring Evaluation. This is a written and more thorough review of the time spent working together than the monthly evaluation. It also signifies the end of the mentoring commitment.
While there is always the best of intention, unfortunately, some mentoring relationship does not work out. Any member of the partnership has the right to terminate the involvement at any time. Each of them can request a new protégé or mentor and begin again.
Chew Ban Seng DTM
Past District Governor
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