What Should Be the Configuration of Your Mentoring Support ?
By Barry Sweeny, © 2008

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In addition to the "classic" configuration of "one-to-one" mentoring, there are at least two other ways to structure the relationships between proteges and those more experienced staff who might mentor them. Those other possibilities are presented here. Which one is best for you depends on the goals of the mentoring program, strategic initiatives of your larger organization, and the desired structures for every day work within your organization.

For example, if your organization is currently using or moving toward a more team-oriented structure for daily work, then mentoring should help promote and reinforce that approach. If that is the case, which of the two "team" configurations should you choose for mentoring?

• Don't let the current work relationships be the sole guide for your choice.
• Let the structure you select for the mentoring relationship help you bring about the desired work culture your organization wants.

Carefully review the two team approaches below considering alo whether the current work structures might need to be altered to increase effectiveness.

NOT using a team approach for your daily work structure? Then perhaps you should start with the "one-to-one" mentoring model now, but plan a transition to the team structure that would help ensure the most effective mentoring relationships occur and the maximized protege growth you seek really happens.

One-on-One Mentoring?	Team With One Responsible Mentor?	Team Mentoring?
The "Classic" expected way Limits support to the strengths of one mentor Requires training to assure development of the "ideal" mentor who can do it all May not address all of the protegeís needs	The best of BOTH models Provides strengths of a diverse team Provides clear responsibility for ensuring the protegeís needs are addressed and met Requires training for the mentor who is "responsible" Models collaborative team norms	Provides strengths of a diverse team to help Models the desired team collaboration May allow protege to "fall through the cracks" since no one person is responsible to check if the protege's needs are being met and growth is happening.

This seems so simple, but in light of the potential of mentoring to reshape your total working culture, it's not always so simple to see what's best to do at the start, nor the direction to head over time. Need help thinking about this and planning what's best for your program and organization? Contact Barry Sweeny for assistance.