By David Megginson, David Clutterbuck, Bob Garvey
"If you need to discover what mentoring is . . . then this e-book is where to discover out." -- administration education
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"If you must discover what mentoring is . . . then this publication is where to determine. " -- administration education
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Additional resources for Mentoring in Action: A Practical Guide for Managers
What boundaries should I make sure we stay within? What level of personal intimacy is appropriate? When should I withdraw from a relationship? When should I let the mentee fail? When should I push mentees towards what I know they need, rather than what they say they want? When should I withhold information from the mentee? REFERENCES Alred, G, Garvey, B and Smith, R (1998) The Mentoring Pocket Book, Management Pocket Books, Alresford, Hants Bullis, C and Bach, BW (1989) Are mentoring relationships helping organizations?
Proposition 2. We may reject our past or rewrite our histories. We could devalue our past, making it worthless. We could apportion blame, attach guilt or have a ‘rose-tinted’ perspective on our histories. This attitude often prevents us from learning from the past or encourages us to suppress its continuing influence on present actions. ᔡ Proposition 3. Thirdly, we may attempt to build on our past by understanding it profoundly. We could do this through reflection and through critical awareness and dialogue.
This research is continuing at the time of writing and will be reported more fully at European Mentoring and Coaching Council annual conferences. BENEFITS OF MENTORING In a recent commissioned study (Garvey and Garrett-Harris, 2005), researchers in the Mentoring and Coaching Research Unit at Sheffield Hallam University looked at the benefits of mentoring across all sectors – public, private, large, small, voluntary and not-for-profit. The study looked at over 100 research papers from the United States and Europe.
Mentoring in Action: A Practical Guide for Managers by David Megginson, David Clutterbuck, Bob Garvey