When
you purchase TCGTMAC your materials come in four volumes.
Each volume's contents (apart from the Index) are detailed below.
| Overview | 03 |
| What is mentoring? | 04 |
| Exercise 1 -- Exploring pre-conceptions | 08 |
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| Let's start with the person being mentored | 11 |
| Exercise 2 -- An initial look at protégés | 14 |
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| What is a mentor? | 19 |
| What is the difference between mentoring and managing? | 22 |
| Exercise 3 -- An initial look at mentors | 24 |
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| How does a mentor differ from a coach? | 29 |
| Checklist A -- Mentoring or coaching? | 31 |
| Exercise 4 -- Mentoring or coaching? | 35 |
| Checklist B -- Separating mentoring and managing. | 40 |
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| What is a 'Buddy program'? | 42 |
| Checklist C -- Do you need a buddy program? | 44 |
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| What is the role of a Program Co-ordinator? | 46 |
| What is a steering committee, and should you have one? | 47 |
| Checklist D -- Do you need a steering committee? | 51 |
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| Other stakeholders | 53 |
| Exercise 5 -- Identifying stakeholders. | 54 |
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| Overview | 04 |
| The mentoring model -- reprise | 05 |
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| Why does your organization want a mentoring program? | 06 |
| Exercise 6 -- What are the issues you face? | 07 |
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| Primary Functions introduced | 11 |
| Exercise 7 -- Identifying your program's Primary Function | 14 |
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| Using Primary Functions to design your mentoring program | 18 |
| Recruitment | 20 |
| Exercise 8 -- Setting objectives for a recruitment-based program | 21 |
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| Retention | 26 |
| Exercise 9 -- Setting objectives for a retention-based program | 29 |
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| Learning curve | 32 |
| Exercise 10 -- Setting objectives for a learning curve-based program | 33 |
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| Dealing with major organizational change | 36 |
| Exercise 11 -- Setting objectives for a change-based program | 38 |
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| Bridging competency gaps | 41 |
| Exercise 12 -- Setting objectives for a competency-based program | 42 |
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| Converting training to results | 45 |
| Exercise 13 -- Setting objectives for a training-to-results program | 47 |
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| To encourage personal individual growth | 50 |
| Exercise 14 -- Setting objectives for an individual growth-based program | 51 |
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| To facilitate internal hiring and transfers | 54 |
| Exercise 15 -- Setting objectives for an internal hiring-based program | 55 |
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| To accelerate the development of high performers | 58 |
| Exercise 16 -- Setting objectives for a high performer-based program | 60 |
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| To increase the representation of minority interests | 63
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| Exercise 17 -- Setting objectives for a diversity-based program | 64 |
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| To help low performers improve | 67 |
| Exercise 18 -- Setting objectives for a low-performer-based program | 68 |
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| The development of management | 71 |
| Exercise 19 -- Setting objectives for a management development-based program | 72 |
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| To provide succession and for the development of emerging leaders | 75 |
| Exercise 20 -- Setting objectives for a succession-based program | 76 |
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| For new hires | 79 |
| Exercise 21 -- Setting objectives for a new hire-based program | 80 |
| To help re-vitalize mid-career executives | 83 |
| Exercise 22 -- Setting objectives for a mid-career-based program | 84 |
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| To assist employees obtain formal qualifications | 87 |
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| Exercise 23 -- Setting objectives for a qualifications-based program | 88 |
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| Your customized primary function | 91 |
| Exercise 24 -- Setting objectives for a customized program | 92 |
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| Summarizing your mentoring program's primary functions | 95 |
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| Checklist E: -- One program or many? | 97 |
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| Overview | 03 |
| The mentoring model -- reprise | 04 |
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| Introduction | 05 |
| Identifying protégés | 06 |
| Step 1 - Establish protégé selection criteria | 07 |
| Exercise 25 -- Establishing protégé selection criteria | 13 |
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| Step 2 -- Decide if your program should be exclusive or inclusive | 28 |
| Checklist F -- An inclusive or exclusive mentoring program? | 29 |
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| Step 3 -- Decide if your program should be mandatory or optional | 38 |
| Checklist G -- Protégé participation mandatory or optional? | 39 |
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| Exercise 26 -- Finalizing the protégé selection process | 40 |
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