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.
The only book on mentoring for directors and senior executives Explains how to sustain learning in people at the top Practical and research based
HR professionals and academics; Senior managers and directors; Consultants; Business schools
Every executive needs a mentor - Why this book? Development is different; Curtain raisers for mentoring; Lonely at the top; Personal reflective space; Why the rise of interest in executive mentoring? Formal versus informal mentoring; What do executive mentors do? Three common roles; How reflective mentors approach the task; Mentoring and emotional intelligence; A model of executive mentoring processes; What do mentors and mentees discuss? What makes an effective executive mentee? How to read this book; Case studies; The lessons for executive and director mentoring - The issues; Endnote; References; Index
- No. of pages:
- © Butterworth-Heinemann 1999
- 28th September 1999
- Paperback ISBN:
Professor David Clutterbuck is one of Europe's most prolific and well-known management writers and thinkers. He has written more than 40 books and hundreds of articles on cutting edge management themes. Co-founder of the European Mentoring and Coaching Council, David also runs a thriving international consultancy, Clutterbuck Associates, which specialises in helping people in organizations develop the skills to help others. David is perhaps best-known in recent years for his work on mentoring, on which he consults around the world. David has been responsible for the implementation, monitoring, and evaluation of highly successful mentoring and coaching programmes in numerous organisations around the world, including Standard Chartered Bank, Goldman Sachs, and Nokia.
Co-founder of the European Mentoring and Coaching Council, Visiting Professor at Sheffield Business School, UK, and Senior Partner of Clutterbuck Associates
Professor of Human Resource Development at Sheffield Hallam University and co-chair of the European Mentoring and Coaching Council, UK
'An absolute PEACH of a book ... the combination of lively and quite personal case material with summaries and models from very experienced people is absolutely right for Personnel Directors, experienced practitioners and senior line people' Wendy Hirsh, HR Consultant "Fortunately this isn't just another academic study of mentoring. The quality of research data ensures this book stands out against many others as a practical resource for anyone working with people in senior roles' Martin Harvey, Management Development Manager, The Royal Bank of Scotland The book has great strength in combining the voices of mentors and mentees with the summarising talents of the authors. It shows the contradictory realities of different mentoring relationships. The authors provide excellent advice and even better, tell readers to be selective about the advice they take." Dr Alan Mumford, Specialist in Director and Management Development 'One of my main regrets is that I didn't use a personal mentor earlier in my career ..' Estelle Clark, Director, Quality and Business Effectiveness, ICL 'It's a book which executives and directors should not be without' Professional Manager 'In a nutshell, this book targets the processes of enabling people to manage transitions in a way that is effective for themselves and their organisations. It's a book which executives and directors should not be without.' Professional Manager March 2000 'The book reviews the authors' own experience, supplemented in considerable detail by interviews with other mentors and interesting case material. [It] provides some very interesting frameworks through which you can either analyse what you propose to do with a mentor or review what you have actually done.' Alan Mumford, Indu