A Mentoring 360 series following the progress of implementing a mentoring programme for women in Papua New Guinea

I thought it would be interesting (and helpful) to share the journey I am on with establishing a mentoring programme for women working in Papua New Guinea, following on from my earlier post about this exciting and fulfilling initiative.

* This will be of especial interest for those of you who are either contemplating a mentoring or coaching programme in your organisation or you have a programme and would like to put more structure in place and enhance the quality.

Each post in this series will outline the steps taken to design, implement and track the programme’s impact and outcomes. These steps are informed by my High Impact Mentoring Model (HIMM), which is detailed in my latest book, Mentoring 3600: A very practical guide to designing and implementing your mentoring programme and getting it right the first time.


Programme Design

  1. Create a work plan that outlines the deliverables, actions to take for each deliverable, who is responsible and the timeline
  • This is an invaluable activity as it helps you regularly check progress, enables all project team members to track the task requirements. Dates often need to be shifted and the workplan updated (Chapter 1 of my book presents my HIMM and describes each step of the model in more detail – the deliverables)

2. Consult with key stakeholders

  • For this project, an inception workshop was facilitated, inviting representatives from across different sectors of PNG who have a vested interest in mentoring and could offer their views and ideas
  • A mentoring programme diagnostic framed the workshop discussions by asking participants questions to prompt consideration of programme requirements – for example, mentor selection processes, mentor-mentee matching processes, evaluation methods (Doing the Diagnostic is covered in Chapter 2). And here is a link to an article I recently posted on LinkedIn about the benefits of conducting a diagnostic as the first step in your programme design
  • Your key stakeholders may be your senior leadership team and other department heads who will sponsor the programme and be actively involved in its implementation and future sustainability (this is covered in Chapter 4 of my book).

If you are planning to establish a mentoring or coaching programme in your organisation and would like to know more about how you can undertake this pretty comprehensive project, get in touch with me to find out how I can help you. Also, my book, Mentoring 360, will step you through the programme design and implementation process, so you know what to do and how to do it.