πŸ“» β€” Mentoring Program Template and Guide: Helping Leaders Develop Leaders

Reading Time: ~ 17 min.

Good morning yenizens!

A few good links before we dive in to this somewhat large issue…

  1. Tragedy. Samsung AR? Thanks Bezos. Make money helping others.
  2. Malware on Macs? SaaS mgmt. Shopify. Technically true.
  3. Wholesale. Huh. Auth. Screenshots. Compete with Steve. Deplatformed.
  4. Clubhouse. CH. CH. CH. CH. CH. CH. CH. Influence. Video dating.
  5. Measure PMF? No. Guests choose music. HDMI + SD Card Reader?!
  6. Don’t become what you want to disrupt. ‘gram biz. Splice and $55M.
  7. Deepfake detection. Where did she go? Pandemics. Innovation.
  8. Audio social biz models. Create a knowledgebase. Power. Dispo.
  9. Next internet. TikTok is changing music. But competition is for losers.
  10. Grit. Avatars + Notion. Localized price for SaaS. Better and better.

That’s a lot of links. Love you. To infinity & community,

β€” john


I have a few older program guides and playbooks from 10+ years ago when I was spending more of my time doing IT consulting and in larger enterprises like Fox, NewsCorp, and Dell. I have developed many of these types of mentorship and coaching programs for a variety of different clients.

Here’s an older program manual β€” originally via Cisco β€” and some of their internal mentor / mentee training systems β€” I hope you find this useful!

The following is a high-level overview of a mentorship / mentee program from a Fortune 500 company β€” feel free to use this for your own project, business, and perhaps even your own community! Building a mentorship program is a useful growth strategy for creating “superfans” and evangelists for your project!

I imagine many of you might be able to use some of this as a basis for an info product or even as part of your foundational community and project culture. You might be able to even build an entire business on top of this material if you felt like it!

Feel free to use it or pull it apart for your own use β€” it has an overview, roles of each person (and even more details for large enterprise organizations) as well as surveys worksheets!


A few high-level stats:

  1. 35% of employees who do not receive mentoring will look for new employment within 12 months
  2. Just 16% of those who have mentor expect to leave their jobs
  3. According to Gallup, one of the core elements needed to attract, focus, and keep talented employees was to ensure there is is a personal connection with another employee at work.

Mentorship helps retain your amazing staff (and community members), develops them to be more productive and create more value, and prepares them for greater roles within the organization.

Program Overview

Purpose:

The purpose of the Leaders Developing Leaders Mentoring Program is to provide development opportunities for high potential employees as either a Mentor or Mentee.

Mentoring is a development arrangement that provides employees with advice and counsel on work and career related issues in a supportive environment.

This program will foster information sharing and improve coaching, leadership and interpersonal skills for both the Mentee and Mentor.

Mentoring Commitment:

Mentors and Mentees agree to embark on a one-year partnership focused on development opportunities follow program that will benefit both parties and the organization. Both the Mentor and Mentee agree to one another regarding progress of guidelines, maintain confidentiality and openly exchange feedback with the mentoring relationship.

Mentoring Objectives:

  • To provide a consistent mentoring process across the organization
  • To encourage development of leadership skills.
  • To provide advice regarding career development.
  • To encourage idea exchange without fear of criticism.
  • To provide opportunities to learn more about other areas of the company.
  • To retain high potential people.

Business Results:

Companies that offer mentoring have demonstrated improvement in the following areas:

  • Higher individual performance
  • Improved retention
  • Greater job satisfaction
  • Career development and growth
  • Transfer of intellectual capital
  • Improved profitability
  • Higher productivity levels
  • Increased customer satisfaction

Mentoring Program Process

The following guidelines and process will help the Mentor and Mentee understand the program and be aware of timelines.

  1. Nominations accepted once a year.
  2. Nominated persons submit a Mentee enrollment form to the Program Manager.
  3. Program Manager and HR leaders conduct match Mentors and Mentees.
  4. Matches are reviewed by the Senior Leadership Teams.
  5. Program Manager notifies participants and schedules orientation and workshops
  6. Program participants (both Mentor and Mentee) create program goal.
  7. Participants attend quarterly mentoring events.
  8. Program surveys are sent to participants to assess the the program at key points during the year
  9. Mentors may meet with the Mentee’s manager early in the program
    to discuss development opportunities. (The Mentors must get permission from the Mentees prior to this meeting.)

Mentor / Mentee / Manager Roles

Mentee (Driver)

  • Take ownership for initiating & maintaining contact with Mentor
  • Establish clear set of goals & expectations for the mentoring relationship
  • Remain open to feedback and development
  • Build effective relationships with mentor and manager & other SME’s
  • Establish clear set of development commitments including creating & taking action on development plans
  • Accept coaching without taking things personally
  • Have the capacity for self-disclosure
  • Be curious, ask questions, and be open to trying new things
  • Ensure communications are clear, timely and complete
  • Recognize/celebrate success and accomplishments

Mentor (Coach/Resource)

  • Help identify development strategies and opportunities
  • Serve as a confidant, sounding board, nurturer and provide emotional support
  • Act as a source of motivation, encouragement & networking resource
  • Establish clear set of goals for the mentoring relationship with the Mentee
  • Focus on longer term development goals
  • Be a guide for navigating formal and informal organizational channels
  • Serve as a role model
  • Have the capacity for self-disclosure
  • Be an advisor/confronter regarding choices made
  • Ensure communications are clear, timely and complete for stakeholders
    in the mentoring process
  • Recognize/celebrate success and accomplishments

Manager (Support)

  • In addition to setting performance objectives, work with participant to create a development plan that meets business & personal goals
  • Provide assistance on work requirements and commitments
  • Provide ongoing feedback, direction and encouragement
  • Share experiences and lessons learned & serve as a role model
  • Show an active interest in participant’s progress, & continually link learning & development to business needs
  • Have the capacity for self-disclosure
  • Be an advisor/confronter regarding choices made
  • Ensure communications are clear, timely and complete for stakeholders in the mentoring process.
  • Recognize/celebrate success and accomplishments

Roles and Responsibilities

Senior Management

  • Supports mentoring by encouraging managers and employees to participate
  • Nominates key managers to take on mentoring roles.
  • Recognizes individuals who participate in the program

Program Manager

  • Works with HR to recruit Mentors and Mentees through nomination process
  • Interviews nominees and helps coordinate matching process with HR leaders
  • Conducts Mentoring Program orientation sessions
  • Assists Mentees with self-assessment process
  • Coordinate seminars with Mentors and Mentees on various business topics
  • Acts as information resource for the
    program.
  • Evaluates program effectiveness and recommends improvements
  • Works with senior managers to promote the program

Mentor Qualifications

  • Strong interpersonal skills: enjoys working with people and building relationships.
  • Organizational knowledge: a person of vision who knows the goals of the organization
  • Exemplary management skills: A person, who excels in performance management, gives feedback, coaches, models positive behavior, and delegates well.
  • Technical competence
  • Personal power: must have a positive regard and respect for others.
  • Willingness to enable growth.
  • Aware of resources available within or outside the business

Mentor Responsibilities

  • Commits to a 12 month participation in the program- minimum of 8 mentoring discussions
  • Completes Mentor and Leading for Results Training
  • Helps Mentee create a development plan, coaches, and gives feedback.
  • Shares personal experiences relevant to the needs of the Mentee
  • Makes time for one-on-one mentoring sessions
  • Maintains confidentiality in mentoring relationship

Mentee Qualifications

  • Must be goal oriented
  • Willingness to assume responsibility for own growth and development
  • Actively seeks challenging assignments and greater responsibility
  • Receptive to feedback and coaching

Mentee Responsibilities

  • Commits to a 12-month mentoring relationship, with a minimum of 8 meetings
  • Completes a self assessment and identifies areas for
    development
  • Schedules regular one-on-one meetings with the Mentor
  • Commits to short-term assignments and projects.
  • Keeps the Mentor up-to-date on development plan

Manager Responsibilities

  • Set performance objectives
  • Provide assistance on work requirements and Leaders Developing Leaders commitments
  • Provide ongoing feedback, direction and encouragement
  • Share experiences and lessons learned
  • Is focused primarily on performance standards and deadlines
  • Be a role model
  • Have the capacity for self-disclosure
  • Be an advisor/confronter regarding choices made3
  • Ensure communications are clear, timely and complete for stakeholders in the mentoring process.

Mentee Orientation and Training

Session Objectives and Outcomes

  • Understand the business case for the mentoring program
  • Understand the mentoring program overview and objectives
  • Understand roles of the key stakeholders in the mentoring relationship
  • Recognize and leverage strategies to maximize the mentoring
    relationship
  • Understand the role of development planning and how to create
    and use effective development plans

Mentoring Program Objectives

  • Provide a consistent mentoring process across the organization
  • Retain and develop high potential employees
  • Provide advice and counsel on work and career issues
  • Encourage open idea exchange in a confidential manner
  • Foster information sharing across businesses
  • Improve coaching, leadership and interpersonal skills
  • Support change management

Program Overview

  • One year partnership – mentee, mentor, mentee’s manager
  • Driven by mentee
  • Mentor and mentee agree to meet a minimum of 8 times during the
    program
  • Focused on coaching and development
  • Open exchange of ideas and feedback
  • Confidential environment
  • Mentoring orientation and training for mentors and mentees
  • Quarterly meetings with executive speakers discussing business, operational, and leadership topics
  • Training events held quarterly by LDS on topics of leadership and business acumen
  • 360 and leadership style assessments with 1-on-1 coaching and individual development planning
  • 20-25 hour commitment (mentors) / 25-35 hour commitment (mentees)

Strategies for Navigating the Mentoring Relationship

Defining Mentoring and Mentorship

Mentoring is a development arrangement that provides employees with advice and counsel on work and career related issues in a supportive
environment. This program will foster information sharing and improve coaching, leadership and interpersonal skills for both the Mentee and Mentor.

Building Blocks for Successful Mentoring Relationship

Applies to all stakeholders in the mentoring process!

  1. Straight Talk β€” Mentee / Mentor relationships must be one where each can be candid
  2. Listening for Understanding β€” Both listen for understanding, allow for differences & ask questions to clarify
  3. Making Commitments β€” Making and following up on commitments promotes reliability which leads to trust and respect

Reliability creates trust, trust creates mutual respect.

First Meeting with Your Mentor

  • Build rapport
  • Discuss the partnership agreement worksheet and mutual goals/expectations for the mentoring partnership
  • Establish the ground rules
  • Agree on next steps

Mentoring Partnership Agreements

  • Ground Rules that define operating norms
  • Mentor & Mentee agree on how they will work together
  • Mentor & Mentee should establish the Mentoring Partnership Agreement in their first meeting

What to Include in a Mentor / Mentee Agenda

  • Meeting logistics
  • Rapport building
  • Update: What has occurred since last meeting (progress on goals, etc.)
  • Topics for this meeting
  • Review and action steps
  • Evaluation

Getting The Most From Remote / Virtual Interactions Between Mentee & Mentor

  • In the first mentoring meeting, discuss the likelihood of some/all sessions having to be virtual and what this could entail:
    • Schedule meetings at times other than traditional office hours
    • For sessions that may encroach on meal times be sure you have reserved time to “meet and not eat”
    • If meetings are late or very early, be aware that people may not be at their best
    • Because you do not have the benefit of sight, it is critical tO ask clarifying questions throughout the session to ensure understanding & agreement
  • At the end of the meeting, always review commitments, summarize and
    agree on next steps
  • Whether face to face or virtual, committing uninterrupted time together and ensuring you have privacy is key

Getting The Most From Remote / Virtual Interactions Between Mentee & Mentor

Your relationship with your Mentee / Mentor may be virtual all or part of the time. Here are actions to make it effective:

  • It is imperative to be committed to the mentoring structure established, yet flexible to individual needs
  • Find a way to break through the “virtualness” to make real contact with the other person. Consider using Zoom!
  • Look for opportunities to meet face-to-face – travel or business meetings at same location, etc.

Development Planning

An ongoing process for improving or enhancing a person’s knowledge and skills to help him or her achieve goals or maximize potential.

  • Mentee Self-assessment
  • 360 and Leadership Style assessment
  • Development planning tool

Making the Development Plan a “Living Document”

Based on career goals and/or assessment results, Mentees will a create a development plan that will:

  • Pinpoint strengths to leverage, skills to enhance, and/or behaviors to change
  • Generate development goals (no more than 2 or 3)
  • Define specific strategies, actions and tactics to achieve each goal, along with timeframes for completion
  • Develop criteria for evaluating their progress towards the goals,
  • Validate development plans with their Manager and Mentor
  • Guide or roadmap for the mentoring partnership

Mentee Next Steps

  • Contact Mentor within the next week to schedule your first meeting.
  • As pre-work for your first meeting with your Mentor:
    • Complete the Partnership Agreement worksheet (Mentors will be asked to do the same)
    • Schedule Leadership Style Assessment
    • Begin work on your development plan
    • Develop and forward to your mentor, a preliminary meeting agenda
    • Decide what documents, if any you will share with your mentor

Mentee Readiness Areas

  1. What is “executive presence” and how can you demonstrate
    this?
  2. As a Mentee how can you demonstrate willingness to learn and be open to new and different ideas?
  3. What are specific ways to develop trust in the mentoring relationship?
  4. What are tangible and intangible ways to determine the success of your mentoring relationship?
  5. How can you demonstrate initiative in managing your own career?

First Mentor / Mentee Meeting

The first meeting is very critical in setting the framework for the Mentor / Mentee relationship. Three key areas should be covered in your meeting.

Expectations

Make certain you both understand what you can and cannot expect
from each other. This includes talking about the way the relationship will function in terms of time commitments, communication, scheduling meetings, and handling cancelled meetings. It also includes discussing what both partners want from the relationship in terms of processes, outcomes, role clarification, values, and participation.

Tools To Clarify Expectations:

  1. Mentoring Partnership Agreement Worksheet
  2. Partnership Agreement

Understanding

Get to know one another. Strangers do not form relationships. What elements will make you both feel more comfortable in the partnership relationship? List interesting and relevant questions that might help the relationship be more productive. Your list might include background on career history, family, experiences, goals, vision, values, temperament, and present job. It is important the Mentor begins the process of understanding the Mentee (strengths, weaknesses, temperament, etc.) and his/her role (present and desired future job).

Tools To Build Understanding:

  • Resume/Bio
  • Mentee Enrollment Form, Mentor & Mentee Planning Worksheets
  • Assessment Results (Mentoring Self-Assessment, Leadership Style Assessment etc.
  • Performance ObjectivesJob Description Position Focus
  • Organization Flow Chart

Agenda

Create an agenda for the next meeting. Set the date, time, and location. Determine next topics for discussion. Create a template for the process you decide you want to operate together.

Tools:

  1. What to Include in a Partnership Agenda

Mentoring Partnership Agreement Worksheet

The purpose of the mentoring agreement is to establish mutual expectations for the partnership relationship.

Before meeting with your Mentor or Mentee, answer the following questions. When meeting with your Mentor or Mentee, refer to your answers to complete the agreement.

Roles:

  1. How do I view my role as a Mentor or Mentee:
  2. What do I hope to gain from the relationship (desired outcome)? (increased productivity, overcoming obstacles, support, encouragement, collaboration on development plan, suggestions, feedback, help in a particular area, improvement in coaching skills, direction, etc.)
  3. What do I hope to contribute to the relationship (what value do I bring)? (thinking, powerful questions, experience, processes, motivation, clear objectives, vision, etc.

Spend time answering all three questions above.

Participation

  1. How do expect my Mentor or Mentee to participate during our meeting times? (ask questions, take initiative, speak frankly, active listening, understanding, action-oriented, give information, share experiences, challenge, etc.)
  2. What values are important to me in the relationship? (mutual respect, open-mindedness, trust, reliable behavior, honesty, promptness, confidentiality, etc.)

Function

6. What do want my Mentor or Mentee to commit to in terms of function
(operating procedure)? (commitment, regular communication, send an agenda beforehand, easy access outside of meetings, etc.)
7. How do I want the relationship to function?

  • How often and how long do I expect to meet face-to-face? (The Leaders
    Developing Leaders Mentoring Program suggests a minimum of 8
    meetings during the 12-month program.)
  • What do I expect I in terms of other communication? (E-mail, phone calls, voice mail, etc.)
  • What suggestions do I have for meeting locations?

Mentoring Partnership Agreement

Mentor:
Mentee:

I. We view the roles of Mentee and Mentor as… (refer to question 1-3)

2. We plan to participate in our Mentor/Mentee relationship by committing to… (refer to questions 4-5)

3. We will function inside and outside of meeting times by committing to (refer to questions 6-7)

  • Frequency of meetings:
  • Length of meetings:
  • Location of meetings:
  • Other communication:

Mentor’s signature:
Mentee’s signature:

Date:


What to Include in a Mentor/Mentee Agenda (Reference Tool for Mentees)

Agendas help to maximize meetings and a mentoring meeting is no exception. Thinking through eight primary components will help to create productive meetings. Each component should be considered in creating each meeting agenda and then the agenda should be communicated to the Mentor. Samples for communicating with the Mentor follow.

Logistics:

The basics of the meeting need to be confirmed with one another.

  • Date
  • Time
  • Place
  • Duration

Understanding Each Other:

What additional information or exchange might be helpful to set a foundation for a successful relationship? It is extremely helpful to think through what might help the Mentor understand the Mentee and his/her world. As well, the Mentee needs to understand the Mentor and his/her potential contributions better.

  • Personal foundation (personal background, life history, career history, experiences, core values, personal mottos, etc.)
  • Skills and Abilities (In what areas does the other excel? What skills can be learned/taught?)
  • Desired future and vision (What does the Mentee see as his/her future What IS his/her vision for his/her career? Personal life?)
  • Processes (understanding how the other learns, makes decisions, solves problems, approaches work, etc.)

Update:

What has occurred since last communication?

  • Progress on goals
  • Reflections
  • New situation / experiences

Topics:

What areas of concern or desired growth does the Mentee have?

  • Specific questions
  • Scenarios (something that happened recently in the work environment that needs discussion/perspective)
  • Preparation (for a new situation, skill, experience)
  • Gaps between what the Mentee wants to know/do and what he/she feels he/she knows/does

Items to Bring:

What key items might be appropriate to bring to create understanding or promote growth?

  • Performance review 360 degree reports
  • Written goals (performance, work, personal)
  • Book to review
  • Assessment reports
  • Job descriptions / position focus
  • Examples of work

Activity:

What additional approaches might help to facilitate understanding or learning?

  • Attending a networking or development meeting
  • Role-playing or practice
  • Case studies

Review or Action Steps:

What suggestions or homework have the Mentor/Mentee agreed to complete before the next meeting?

  1. Read a book or article
  2. Conversation with boss
  3. Attend a meeting
  4. Add a new skill (i.e.: facilitate a meeting, make a presentation)

Evaluate:

Evaluation is a critical part of the learning process. What is working well in the partnership? Is there an area that needs improvement or is not meeting expectations? How is a development plan progressing? Are there areas of needed change?

  • The partnership
  • The plan

Mentor Planning Worksheet

The mentor should complete these questions prior to the initial
meeting with the mentee:

  • What do you bring to this relationship?
  • What motivations and values do you have that will support a mentorship?
  • What experiences have you had that you have grown from? What lessons have you learned from these experiences that you could share?
  • What are your strengths? How have you built upon them?
  • How have you developed or created “work-arounds” for your areas of weakness?
  • What role models of mentoring behavior have you experienced and what will you apply that you have learned from them?
  • What people, experiences and viewpoints can you connect your mentee to that will provide developmental experience?
  • How do you hope to learn or grow from this relationship?
  • What outcomes do you want from this relationship?
  • What do you need to do to make this work?

Mentee Planning Worksheet

The mentee should complete these questions prior to the initial meeting with the mentor:

  • What are your career aspirations?
  • What are your near term goals—one or two years from now?
  • What knowledge, skills and abilities should you develop in order to meet these goals?
  • What experiences could help you meet your goals?
  • What are your desired outcomes for the mentoring relationship?
  • What do you expect from your mentor?
  • What agreement do you and your mentor need to have in terms of confidentiality?
  • How will you know if the relationship is working?

Mentoring Goal Plan

  1. The objective of the Mentoring Goal Plan is to provide guidance to the mentoring partnership and to ensure that the development needs and goals of the mentee are met.
  2. The Goal Plan should be completed jointly by the mentee and mentor with input from the mentee’s manager
  3. The following tools should be used to complete the Goal Plan: Existing development plan, self-assessment summary, leadership style assessment results and coaching report, mentee goals and objectives, etc.

Use the following if you need:


Self-Assessment

This self-assessment should be completed by the Mentee. Using the completed assessment, the Mentee and Mentor should then construct a development plan to determine areas for improvement. The development plan will serve as working document for setting and meeting goals and objectives during the mentoring relationship.

Directions: Rate yourself against each critical competency. Circle the appropriate rating. (5=superior, 4=often exceeds expectation, 3=neutral, 2=meets expectations, 1=needs development)

  1. Strategic/Innovative – ability to conceptualize and clarify all forces, events, entities, and people that are affecting the situation. The ability to create Or enhance new ideas, products, and services through challenging assumptions and thinking “out of the box”.
  2. Change Agent – planning and initiating important organizational changes by identifying the need for change and bringing about change in spite of obstacles. Behaviors that are used include: ability to build from scratch, turn around ability, tough mindedness, and persuasiveness.
  3. Leadership – articulating a compelling future vision coupled with the charisma to create enthusiasm and commitment for that vision throughout the organization. Key behaviors include vision, inspiration, role model, and achievement.
  4. Interpersonal Relations – enhancing understanding and mutual respect, acknowledging the needs and feelings of others, focusing on the positive aspects of conflict, and valuing diversity to build an effective team to ultimately create a healthy environment for productivity. Key behaviors include communication, relationship building, approachability, and conflict management.
  5. Staff Development – exhibiting a genuine intent to foster the learning or development of others by coaching, supporting personal growth, rewarding, and team-building.
  6. Management/Administration – identifying what has to be done and developing systems and procedures to get things done by staffing and project management.
  7. Business Acumen – understanding the industry, its key success factors, the competition, and expected future developments and challenges as well as the organization’s goals, strategies, strengths, and weaknesses. Including the following behaviors: customer focus, financial awareness, broad company knowledge, and commitment to quality.
  8. Thinking Patterns – selecting and using appropriate strategic, creative, or resourceful thinking to make effective decisions by being flexible, handling uncertainty, analytical, and using systems thinking.
  9. Emotional Maturity understanding and mastering your own emotions (and recognizing emotions of others) in ways that instill confidence, motivate, inspire, and enhance group effectiveness through self-awareness, commitment to personal growth, balanced values, and perspective.
  10. Results Orientation focusing on accomplishment by providing useful service, products, or advice. Effective leaders persistently go after goals and measure their success in terms of results achieved using decisiveness, resourcefulness, thoroughness, and are venturesome.
  11. Analytical Thinking uses broad conceptualization and problem solving when faced with complex situations. Identifies cause and effect and integrates multiple concepts. Offers new and creative solutions.
  12. Executive Judgment – evaluation of facts, actions, trade-offs, and risks to reach sound decisions. Addresses cross-functional implications of actions, drives for quality. Accepts responsibility for own actions and displays sound judgments.
  13. Communication and Influencing shares and expresses information in an organized, clear, and timely manner. Uses both written and verbal communication effectively. Strong interpersonal skills and an active listener both individually and in group settings.
  14. Forward Thinking – develops plans that address immediate and long term business needs and initiatives. Anticipates opportunities to create new and better business practices.
  15. Functional Proficiency recognized as a subject matter expert in relevant functional areas. Utilizes skills, knowledge, and expertise to proactively develop solutions to complex business issues. Is willing to share knowledge and skills with others to enhance proficiency.
  16. Strategic Leadership – recognized as one who guides, directs and coaches others. A commitment to serving the needs of employees, customers, and shareholders. Takes ownership for own actions as well as the team’s.
  17. Adaptability – anticipates the need for change and solicits feedback from professional development needs. Foresees changes in the business and actively manages the change.
  18. Quality – meets output goals while meeting quality standards.
  19. People Management and Development (managers only) – performs skills in coaching, and developing people at all performance levels. Is able to recognize individuals who are ready to move and supports organizational development. Effectively motivates individuals to achieve business goals. Evaluates and recognizes performance. Implements activities designed to attract, develop and retain a diverse workforce.
  20. Process Management – coordinates workflow and meets objectives. The ability to set multiple priorities resulting in consistent output. Is able to meet changing priorities and uses technology to drive continuous process improvement.
  21. Project Management performs project duties while mindful of final results. Able to manage change and using resources appropriately. Assignments are finished ahead of time to allow for group discussion and adjustments if necessary. Deliverables are presented in professional manner.
  22. Passion for Talent (managers only) – ability to attract, select, reward and retain talented employees. Creates enthusiasm, enhances communication, builds relationships, and encourages cooperation within own sector as well as working with other sectors.

Overall Self-Assessment Summary

Directions: Choose from the critical list below in the Self-Assessment.

List below your three competency strengths:

  1. One
  2. Two
  3. Three

List below your three areas for development from the list of competencies:

  1. One
  2. Two
  3. Three

List any areas not included in the list of competencies for areas you would like to develop in:

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