Mentoring isn’t just for those who you think might be struggling.

It is for everyone, and mentees can benefit in different ways. You could already know an employee who would benefit from some additional support. Or you may want to offer mentoring to all your staff, giving them the chance to develop.  I can work with you to help you decide who should be offered mentoring, and how you can explain the process to them.

It’s important they realise that they are being offered it to benefit them, not because they have done anything wrong.

Of course. Stay Bright Mentoring has been added as a support option for clients in previous agreements.

An information pack can be provided to share with line managers and interested employees. I am also available to do a short presentation to line managers and/or staff to give them more details and ask questions.

Get in touch to arrange a meeting to discuss your requirements, and how we can best implement it into your company or organisation.

The first step is to get in touch to arrange an introductory meeting, where we’ll discuss how mentoring works, how it can be implemented into your company or organisation, and the specifics situation your staff member is in.

If you are happy to go ahead with an initial block of six mentoring sessions, I’ll supply a Confirmation of Work document for you to sign, to confirm the agreed work.

The next stage is for me to talk to the staff member’s line manager to get a fuller picture. This can either be done as part of the introductory meeting, in a separate meeting, or in a phone call.

Once we feel we are ready to go, the line manager will be asked to brief the employee, complemented by an introductory email from Stay Bright Mentoring to set up the first meeting.

Clients commit to an initial six mentoring sessions, and blocks of three thereafter. This allows time for us to get to know each other, and for the mentee to learn to trust me and the mentoring relationship. At the end of the fifth mentoring session I’ll ask the mentee to have a think about whether they want to continue with mentoring at the end of the fifth session. They can then discuss it with their line manager, and in turn, me. We can then finalise our next steps.

It may also be that the mentee would benefit from taking a break from mentoring to let some of what we have talked about settle in, and they can come back to it later if they need to.

Ideally we would meet weekly, at least for the first two or three weeks.

After that there can be longer gaps between meetings if it is appropriate. The day and time is something that we will set up each week at the end of the mentoring session, so we can make sure we be responsive to any other work commitments.

That’s entirely up to the mentee.

I’ll have an understanding of their role through their job description, and of how they are getting on at work through early discussions with you and their line manager.

But the mentoring sessions will be led by the mentee. Mentoring is about self-exploration and trust, and structuring our discussions will stop those from happening.

No, not unless I feel there is a duty of care to do so, or if the mentee directly asks me to.

The mentoring relationship is built on trust and having a safe space for the mentee to freely discuss anything that is important to them or they feel challenged by.

Sharing anything said with an employer would betray that and reduce the chances of the mentee fully committing to the mentoring relationship.

I’ll send you an invoice before the first mentoring session, and before any new block starts.  If mentoring meetings take place outwith your workplace, we can discuss how to best manage expenses in our introductory meeting.

If you have specific requests around when payment occurs, I’m happy to discuss that.

Not a problem at all. Drop me an email to martin@staybrightedinburgh.com or give me a call on 07884 016083.

I’d be more than happy to answer any  questions you have.