A program of mentoring for managers and executives is described: goals, extent of assessment, confidentiality, start-up, typical mentoring program, financial considerations, and references are discussed.

Mentoring Program Overview

A program of mentoring is available for executives, junior or senior managers with a corporate psychologist experienced in working with impaired or "work-challenged" executives or managers. This kind of mentoring offers a personalized one-on-one approach for addressing work problems and developing high level competence. The facilitated mentoring program (hereafter referred simply as mentoring) helps moves the mentoring relationship from the informal to the formal. The psychologist is expected either to return the manager or executive to fully effective personal and professional functioning, or lacking cooperation, or by executive choice, to both recommend and assist in the transition to another position. We will use the term executive to refer to the person being mentored, regardless of company position.

Homer's epic Odyssey gave us the first mention of the word mentor. "Mentor" was the name of the trusted friend and advisor to Odysseus, the King of Ithaca. When the king went to fight in the Trojan war, he left the responsibilities of his household and his son, Telemachus, to "Mentor": to teach, guide, counsel and oversee. History has shown us many examples of mentoring relationships and today the word mentor continues to carry the meaning of a "wise and trusted counselor and friend." Mentoring for managers and executives has become a human resource tool in today's corporate world to help the person recognize blind spots and develop resources and competencies to perform at a high level. A number of books and programs on mentoring are available.


The primary goal is to assist the manager or executive 1) to face the blind side and growth areas and potential weaknesses; 2) to decide realistically, practically and strategically what is best for his/her career with enhanced awareness of both strengths and growth areas in order to return to fully effective personal and professional functioning either at the present company or another one; 3) to mobilize himself / herself to achieve a high performance level, with practice and feedback. In case the executive decides that he or she prefers to transition a different job situation, the skills of the corporate psychologist are available to assist this transition in resume preparation, career mentoring, coaching on interviewing, and selecting a position that is appropriate to his interests, skills and career goals. Everyone has a blind side, everyone has Secret Lions that guard the gates of awareness that prevent new information that would raise the discomfort level. Every human is an innocent self-deceiver. Executive turnover in the Fortune 500 is 50% within three years. Dr. Baute has developed tools that measure the executive resistance to change and has many instruments to assist in the recognition of both strengths and growth areas.


In this executive mentoring, all aspects of the person's life and work that can impact work performance are assessed and addressed. Typical profiles usually employed for this thorough assessment may also include: The Occupational Personality Questionnaire, the Executive Profile Survey, the Managerial Assessment of Proficiency, the Personal Career Development Report, the DISC Style Analysis, The Firo-B, The Hilson Career Satisfaction Index, the Hilson Career Stress Inventory, the Hilson Life Adjustment Profile, and measures of Leadership style, as well as what is known as a 360. The 360 evaluation includes anonymous ratings by peers as to work performance in a number of designated areas. Interviews may held with work colleagues and family members.

These reports analyze: Personality strengths and blind spots, Coping skills, Ability to handle stress, Work Style, Defensiveness, Openness to Feedback, Leadership Style, Perceptions, Interpersonal Skills, Career Stress and Satisfaction, Keys to Motivating and to Managing, the Johari window Blind or Shadow side, Job Satisfaction and Stress levels, Areas for Improvement, with directions suggested for personal and professional growth. The consulting psychologist works closely with the immediate supervisor during the mentoring.

When desirable or useful, mentoring modules are available to assess, develop and expand selected work skill areas including: Interpersonal Skills, Communication Skills, Technical Expertise, Time Management, Goal Setting, Preparation for Management, Executive Development, and others.

A step-by-step workbook assists the executive/manager in developing a Career Development Plan and in working through the Career Enhancing modules. A reading program is usually also suggested.

The corporate psychologist and the manager or executive usually meet weekly, or if there is some distance, every two weeks, bimonthly. The complete assessment by profiling described above is accomplished throughout, and may be repeated to verify and confirm progress together with feedback from work. Mentoring is continued until in the opinion of the corporate psychologist and the work peers and the person's boss, the executive has returned to fully effective personal and professional functioning. With this type of personal / work / career focus, career decisions for advancement, transfer, or transitioning to another department or company can be accomplished realistically with better grasp of professional strengths and whatever growth areas or blind spots remain.

The mentoring and the assessment does not proceed entirely apart from job performance. Dr. Baute expects to have regular contract with an agent of the company, either the HR representative or the manager's immediate supervisor. This is to be no less than once monthly. He expects to get an honest assessment of the work performance during the mentoring.

Other aspects are discussed upon request:

Click HERE for information on an abbreviated version of "Mentoring for Success" (booklet and software) that can be utilized on site by company personnel.