Mentoring Executives and Directors

by David Clutterbuck, David Megginson, Kirsten Poulsen

Mentoring Executives and Directors was the first book to examine the growth in mentoring at senior levels, and it remains the landmark text in the area. This new edition addresses the developments in the executive mentoring landscape, including the move to professionalization; but also revisits key issues such as the benefits of executive mentoring, how to choose a mentor, and tools and techniques for effective mentoring. On top of this, the authors have carefully selected and analysed an entirely new set of case studies to give readers an insight into mentoring programmes and relationships internationally and across sectors, from a mix of large and small businesses. This authoritative guide to executive mentoring is essential reading for executive mentors and mentees, HR professionals and students of mentoring.

160 pages, Hardcover

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.