Mentoring Executives & Directors

by David Clutterbuck, David Megginson

Mentoring is one of the fastest growing forms of management development and the strongest growth area in mentoring is at director level. Very little is known about the nature of these relationships and the shutters on director mentoring are opened through a series of structured interviews with directors and their mentors.

'Mentoring Executives and Directors' is a lively, informative read including company and individual cases across a wide spectrum of sector and company size.

It will be of considerable interest to Human Resource professionals and academics, headhunters and management consultants as well as senior managers, executives and directors, and their mentors.

Paperback

First published November 5, 1999

Reviews

[Paiman Chen · Rating 4 out of 5]

Michael Fowle, KPMG – Fowle formally and informally mentors others. He notes that people who build successful careers at KPMG – a major consultancy in accounting, a competitive industry known for high burnout and short careers – find mentors early on. Fowle, a KPMG partner, helped create and launch its enormously successful “head teacher” mentoring program. It helps train leaders through business consulting. The program has grown from a few participating mentees to hundreds. Fowle stresses deep listening and probing questions. He tells mentors never to take on a mentee’s problems. He believes protégés can improve only by solving their issues for themselves, though with a mentor’s guidance and support. Mentors gain friendships and new perspectives from mentoring.