Mentoring guidelines for new Directors

In a recent survey we did with Directors, one of the key elements that was highlighted as an indicator of a high performing Board, was the presence of a mandatory mentoring system for new Board members (read our article 'Getting new Directors to where they need to be' here).

If this is something you believe your new Board members would welcome, then here are some guidelines we have found useful when designing mentoring programs for new Board members.

Purpose

The purpose of your mentor program should be to:

1. Supplement information presented in the formal orientation or induction program.

2. Answer questions a new Board member may have before or after meetings or orientation/induction sessions.

3. Facilitate getting to know other Board members, senior management and stakeholders.

Assigning a Mentor

The Chair, the Governance Committee, or the whole Board should be given the task of assigning suitable experienced Directors as mentors to incoming new Board members. Some people are natural mentors, some are not.

Mentor’s Guide

Communication: The mentor and Board member may want to communicate accordingly:

• during and after the new Board member’s orientation;

• after Board and Committee meetings;

• sitting together during meetings;

• regularly scheduled breakfast and/or lunch meetings.

Information: The mentor and new Board member may want to address the following:

• new Board member’s questions regarding how the Board works, about individuals or about Board actions;

• any problems with the new Board member’s conduct that do not meet Board expectations;

• goals and major areas of interest as a new Board member;

• new Board member’s satisfaction with the orientation as well as their ability to participate at Board and Committee meetings.

Process for Mentors

1. Set the Ground Rules
   This is often the first time someone has been mentored, so it is most useful to set the ground rules and expectations. Answer any questions they may have about the mentoring process. Point out what you expect of them (e.g. ask questions on history, culture of Board, process, personalities and/or performance). Explain what you are prepared to do for them: coach in personal style of asking questions or interacting with Directors/staff, explain nuances and background, assist in developing strategies for adding even more value to the Board etc.

2. Ask about their preferences
   Ask the mentee what their priorities are in meeting with you. Which aspects of their Board membership do they want to know about most? What areas are they hoping to improve in?

3. Set A Contact Schedule
   How often will you and your new Board member meet in person? Will you be available as well for phone or email/text consults anytime during the workday and evening, or only in specific timeslots on certain days?

4. Listen, Question, Summarise
   Listen to what the new Board member has to say, and add value to their awareness by providing missing information, or asking them questions so they gain a greater insight. Query them on their point of view. They bring insights and perspectives which you may not yet appreciate.

5. Be Accountable To Each Other
   If you promise to look into an issue or provide a resource to the new Board member, do so according to the terms of your commitment. By the same token expect them to meet their commitment to you.