Make Money as a Mentor

What is Mentoring? There are few experiences more rewarding than teaching what you know to someone else. The mentor-protégé relationship is perhaps the ultimate teaching experience: a one-on-one transfer of accumulated knowledge and wisdom designed to benefit both parties involved. Protégés are a common occurrence in the business world today. THIS DIGITAL COURSE INCLUDES 1 E-BOOK (83 PAGES) AND 4 AUDIO FILES. TABLE OF CONTENTS: Introduction – The Mentor-Protégé Relationship 5 What is Mentoring? 5 A Brief History of Mentoring 6 Chapter 1 – Benefits of a Protégé 8 It's a Two-Way Street 8 Sharper skills 8 A fresh outlook 9 Free labor 9 Career development 10 Higher self-image 10 Personal satisfaction 11 Mentoring: Do you have what it takes? 12 Communication and rapport 12 Insider information 12 Experience and balance 13 Honesty and integrity 13 Organization 14 Chapter 2 – Benefits to a Protégé PT 2 16 Knowledge 16 New opportunities 16 A non-threatening learning experience 16 Improved self-confidence 17 Challenge 18 A straighter path to success 18 Long term relationships and networking opportunities 18 Chapter 3 – Where to Look 20 Happenstance 20 Your company 21 Other companies or industry segments 22 Mentoring programs 22 Big Brothers Big Sisters 23 SCORE 24 College interns 24 Chapter 4 – Picking a Protégé 27 Ingredients of a good protégé 27 A commitment to expanding skills and capabilities 27 Receptive and open to new ideas and new ways of learning 28 The ability to accept and act upon constructive criticism 28 Results-driven focus 28 Good communication and cooperative work skills 29 A strong sense of personal responsibility 29 Willingness to meet regularly 29 Unafraid to ask for help 30 Aligning your goals 30 Background checks—do you need them? 31 How to check references 31 The protégé interview 32 Close-ended questions 33 Open-ended questions 33 Avoiding lawsuits 35 Creating a contract with your protégé 36 Chapter 5 When, Where, and How: Communication Basics 38 Accessibility 38 Physical location 39 Job schedule and duties 39 Family situation 40 External obligations 40 Primary communication 40 Regularity 41 Creating a schedule 41 Documentation 42 Fostering Clear Communication 44 Conversation skills 44 Personal interface: Your body language 47 Posture 47 Eye contact 48 Facial expression 49 Handshake technique 49 Better written communication 51 Written correspondence 51 Electronic etiquette 51 Chapter 6 – Working with a Protégé 54 Stages of a mentorship 54 Pitfalls of mentoring 55 Defining goals 56 Your goals 56 Your protégé's goals 57 Creating a personal vision statement 58 Effective meetings 61 Plan ahead of time 61 Establish communication protocol 61 Encourage prepared and spontaneous questions 62 Record the proceedings 62 Encourage time for reflection 62 Making time for mentoring: the balancing act 63 Drawing the line 64 Offering financial support 64 "Working" for your protégé 65 Becoming a personal counselor 65 Chapter 7 – The Exit Strategy 67 Meeting goals 67 Moving on 69 Keeping in touch 70 Chapter 8 – Running Multiples 72 Diversifying: Different protégés for different purposes 73 Part time mentoring 73 Group mentoring 74 Chapter 9 – Lather, Rinse, Repeat 76 Referrals from your protégés 76 After-retirement mentoring 77 Final thoughts 78 Table of Figures 80 Appendix: How to Be a Professional Altruist 81 Experienced people in every industry often decide to “adopt” a protégé—whether the arrangement is through a formal mentoring program, or an informal mutual decision to take a new employee “under your wing” and show him the ropes. The reasons to enter a mentor-protégé relationship are many, but the most common is when the protégé candidate shows promise from the start. Mentor-protégé relationships can be either formal or informal. Informal mentoring relationships often develop on their own, with the more experienced person offering advice and assistance and the newcomer taking that advice to heart. Many organizations have formal mentoring programs, which can be either within the company or within the industry. For example, the Small Business Administration runs a mentoring program where retired business executives dedicate their time to developing protégés. College interns also figure into the equation. Though protégés are not always interns, the relationships are virtually the same, while the reasoning may be different. But whether you work with a protégé or a college intern, becoming a mentor can be one of the most rewarding experiences of your professional life.