Ken Hore Tourism Mentoring Program by visitgippsland

THE KEN HORE TOURISM MENTORING PROGRAM Annual award to support young tourism professionals & new entrants into the Tourism Industry

Ken Hore had a long association with members throughout the Gippsland and Phillip Island tourism industry. He encouraged their business and personal development with his generous support and commitment to others. Ken offered a guiding Hand to many of the industryâ&#x20AC;&#x2122;s newest recruits.

Mentor Information Booklet Destination Gippsland Ltd,

Destination Phillip Island and

Bass Coast Shire Council

Reproduced utilising information from the Australian Parachute Federation WIAS program.

Table of Contents What is a mentor?..........................................................................3 Who needs a mentor in Tourism?..................................................3 So you want to be a mentor?.........................................................4 What the mentor does. ..................................................................5 What's in it for the mentor? ............................................................5 Benefits for the mentee..................................................................6 Benefits to the Tourism Industry ....................................................6 Matching mentors and mentees ....................................................6 The mentoring process ..................................................................7 How do meetings work? ................................................................7 The first 'discovery' meeting ..........................................................8 The progress meeting....................................................................9 The final meeting. ........................................................................10 Mentors are all different ...............................................................11 Maintaining a successful mentoring relationship .........................11 Troubleshooting conflict...............................................................12

What is a mentor? A mentor is typically a person with a wealth of experience, who guides another person who is normally far less experienced, to reach their full potential. The more experienced person can offer their acquired wisdom and reasoning from years of practice. A mentor is not an instructor, teacher, counsellor, sponsor, coach or friend for the purposes of the mentoring partnership. Even though these relationships might exist outside the mentoring meetings they must be kept emotionally separate for this process to be effective. A mentorship is essentially a dialogue between two people. A mentor will help to; • • • • •

discover desired skills, objectives and ambitions and how best to achieve them plan for the future by analyzing different options be accountable for a development plan challenge assumptions to become self-reliant and independent focus on short and long term goals to reach full potential

Who needs a mentor in Tourism? Mentoring is recommended for anyone who does not have a clear path in mind for their progression in the Tourism Industry. When first starting in Tourism, there are many different options that can sometimes be overwhelming without the right support. With some guidance in decision making and goal setting in the early part or even later part of a career, mentees can accelerate their achievements and have an enjoyable and lasting experience in an Industry they are passionate about. This program was developed with young professionals in mind, however mentoring can be beneficial to any person at any level who want to set or has new goals.

So you want to be a Mentor? Great! It takes a special person to give their time and energy to someone who needs it more! Mentors don’t have to be high achievers but should fit the following criteria. • many years involvement in the Tourism Industry • experience in different aspects of the industry (running a business, working for local council, working in visitor services, administration or voluntary work in LTA’s or RTA’s, working in hospitality ) • patience and passion to empower others to improve • a good listener and perspective about other’s motivations as well as their strengths and weaknesses • able to understand and use what motivates a person to drive them to succeed • confident, mature and positive outlook • objective and open minded approach • adaptable to changing priorities • give feedback in a positive and constructive way • has at least one hour per month (in person or by video conference) to spend time with a mentee

What the Mentor does. • share experiences and valuable lessons to help deal with similar decisions • assist developing progression and achievements in the industry with a range of advice and expertise • build confidence, raise self-esteem and push to find opportunities to succeed • be a sounding board for problem solving and discuss different approaches and narrow down the options • help integration easily in the tourism industry – discuss experiences of the structure and provide networking opportunities • offer support with whatever it is that is important to a mentee in the tourism industry (or discovering what it is) What’s in it for the Mentor? Although there are major elements of generosity and selflessness, it is not only one sided! Mentors will enjoy • training and support from Destination Gippsland and Destination Phillip Island • personal satisfaction and taking pleasure from seeing promising talent blossom under your mentorship • reflecting on past experiences, by working together on current challenges and using your past experience and decisions as a basis for understanding • gaining an insight in the minds of ‘younger’ tourism professional – it can be refreshing and enlightening from a different point of view than you are familiar with • although the relationship between mentor and mentee is a professional and limited one, many of these are likely to become long lasting friendships • giving something back to the industry that has enriched your life so much

Benefits for the mentee. • increased confidence, motivation, skill and knowledge • encourages a more personal approach to development • support and direction • receive constructive feedback on performance • tools to think differently and focus on areas for improvement • self-awareness and self-reflection Benefits to the Tourism Industry • encourages young professional to progress through the industry • helps to educate and retain inexperienced people • utilises the experience of experienced industry members • re-invigorates and motivates experience industry professionals who take on an mentoring role • those who have been mentored are likely to become mentors themselves in the future • develops a feeling of community within the industry Matching mentors and mentees The following will be taken into consideration to find a suitable match for the mentoring relationship: • locational convenience • the needs of the mentee • the tourism experience and special skills of the mentor • the mentor is an appropriate role model • there is suitable credibility, trust and respect established between the mentor and mentee

Mentoring Process 1. Agreement – the agreement should list some “ground rules” for the relationship. The workbook gives two mandatory ground rules and some examples for consideration. There is a space for writing down the rules and signing off. 2. Identifying needs – discover what the mentee’s strengths and weaknesses are, and what they aspire to in the short, medium and long term. 3. Goal setting – help the mentee set specific targets and goals based on needs and aspirations 4. Action planning – once you have set the goals or analysed the progress so far help the mentee list strategies and tasks to achieve the broader goals. 5. Analysis and feedback – subsequent meetings should focus on analyzing the progress of outcomes and the last action plan. Review goals and action plan to see if you’re still on track and want to continue or change anything. 6. Conclusion and Evaluation – at the end of the mentoring period, be honest and consider how you can improve the program. You might both decide to continue the relationship.

How do the meetings work? All meetings, especially the first, should ideally be held in a private place or a setting away from the mentee’s place of work. Not all discussion has to occur in face-to-face meetings (e.g.video conferencing), however where meetings are organized, make sure they are structured to maximise available time. This will set the scene for the relationship and seem more formal than just a friendship or acquaintance meeting.

There is a workbook provided for each mentor for recording the key points of the mentoring meetings. The workbook is designed to provide the mentor with a record of all mentoring sessions, and it can be referred to at each meeting. There are sections for ground rules, needs, goals and action planning, analysis and feedback. It is to be used as a brief record of the discussions and the targets agreed, allowing follow up of these points in a structured way. The first “discovery” meeting • the mentor and the mentee introduce themselves • the mentor shares some their tourism career highlights and why they are volunteering as a mentor • the mentor explains how the sessions will generally work (following the mentoring process sequence) • the mentor talks about the ground rules and their importance, and writes these down and both sign off in the workbook • the mentor invites the mentee to tell them their tourism story so far • the mentee and mentor identify needs for career and personal development and write these down in the workbook • using the identified needs as a basis, the mentor and mentee work through some defined goals and write these down in the workbook • using the goals as a basis, the mentor and mentee work through action plans to achieve at least the first goal and write this in the workbook • the mentor recaps the main points of the meeting and encourages the mentee to commit to actions that are realistically possible by the next meeting • the mentor and mentee decide on a date for the next meeting ( approximately 1 month in the future)

•

ground rules are reiterated and the mentor may advise the mentee that it’s alright to email with any questions before the next meeting The progress meetings

• • • • • •

• •

ground rules are revisited as a reminder and also as an opportunity to update these the mentor briefly refers to the needs, goals, and actions planned at the at the previous session the mentor asks the mentee to give an update on what they have achieved in their action plan since their last meeting, and writes these down in the workbook the mentor uses questioning techniques to encourage the mentee to analyse their performance and emotions, and writes these down in the workbook the mentor gives feedback and encouragement using the action plan from the previous session as a basis, review this to see if it is still relevant and add changes to the workbook as required the mentor recaps the main points of the meeting and encourages the mentee to commit to the actions that are realistically possible by the next meeting the mentor and mentee decided on the date for the next meeting (approximately 1 month in the future)

The final meeting The final meeting will be at the sixth meeting ( if the relationship has extended for that period of time.) • The mentor asks the mentee to give an update on what they have achieved in their action plan since their last meeting, and writes these down in the workbook • the mentor encourages the mentee to analyse their overall performance and emotions, and writes these down in the workbook • the mentor recaps the needs, goals, action plans of the first meeting and how these have progressed over the relationship period • the mentor encourages the mentee to celebrate their achievements and how they have grown over the time • the mentor gives feedback and encouragement for the future • the mentor asks for feedback on the mentoring relationship, and advises that Destination Gippsland would like their feedback via the ‘evaluation’ online • the mentor encourages the mentee to let others know about the mentoring program if they feel it would be beneficial for them

Notes for the Mentor Mentors are all different

Mentoring styles differ between mentors, based on personality, experiences and personal philosophy. Interpretation of your experiences shapes your behaviour and values. Think about people and situations that have shaped the person you are today. Your attitude towards mentoring includes objectives, values, beliefs and decision making. Your overall philosophy is a continuous work in progress, the more mentoring you do. Think about your actions and behaviour that you convey to others. Don’t be afraid to ask for some honest feedback about what you think your philosophy is compared to your actions and behaviour.

Maintaining a successful mentoring relationship •

• • • • • • • • • • • •

Mentoring relationships are not all the same, and they evolve on their own to suits the needs and strengths of the individuals involved. There are several general qualities to a successful relationship, good rapport and mutual respect listening to each other trust and confidentiality allowing enough time to meet ( and being patient when you do) having an agreement as to how the relationship will work allowing the mentee to make the decisions interest and enthusiasm clear goals and objectives clear communication, constructive feedback, rather than judgement and criticism encouraging the mentee to try things and value their ideas avoid giving advice or telling the mentee what they should do not allowing the mentee to become too dependent on the mentor for answers acknowledgement and celebration of successes achievements

Troubleshooting conflict Mentoring relies on mutual respect. Although being similar types of people is not essential, valuing the characteristics that each brings to the relationship is. However, sometimes it doesn’t matter how much goodwill exists, clashing personalities or opinions cannot be overcome. Opposing ways of doing things, if handled well can actually be beneficial and a relationship where challenges and disagreements can have positive results. Not all mentoring relationships will work as expected, sometimes due to: • outside influences (e.g. family, friends, work) • difference in age, culture or beliefs • outgrowing the relationship • personality clash or inappropriate match • loss of trust or confidentiality or misunderstanding Conflict situations should be resolved quickly and respectfully. The mentor should take charge and plan to have a difficult conversation. The mentor should start the conversation and state the problem objectively as possible, in an open and honest way. The mentor should invite the mentee to state their point of view and ask questions without being defensive. The mentor should state their point of view and summarise the problem and encourage the mentee to suggest possible solutions. Both parties should decide on the way forward together and commit to changes to avoid the conflict occurring again. If issues in the relationship are not resolvable, or you require assistance to resolve them, contact Destination Gippsland. Janine Hayes Tourism Project Manager Destination Gippsland Ltd 30 Ridgeway (PO Box 203) Mirboo North Vic 3871 Ph. 03 5668 2141

THE KEN HORE TOURISM MENTORING PROGRAM Annual award to support young tourism professionals & new entrants into the Tourism Industry

Ken Hore had a long association with members throughout the Gippsland and Phillip Island tourism industry. He encouraged their business and personal development with his generous support and commitment to others. Ken offered a guiding hand to many of the industryâ&#x20AC;&#x2122;s newest recruits.

Mentee Information Booklet Destination Gippsland Ltd,

Destination Phillip Island and

Bass Coast Shire Council

Reproduced utilising information from the Australian Parachute Federation WIAS program.

Table of Contents What is a mentee? .........................................................................1 Who needs a mentor in Tourism?..................................................1 So you want to be a mentee? ........................................................2 What the mentor does....................................................................2 What's in it for the mentor? ............................................................3 Benefits for the mentee..................................................................3 Benefits to the Tourism Industry ....................................................4 Matching mentors and mentees ....................................................4 The mentoring process ..................................................................4 How do meetings work?.................................................................5 The first 'discovery' meeting...........................................................5 The progress meeting ....................................................................6 The final meeting. ..........................................................................7 Mentors are all different .................................................................8 Maintaining a successful mentoring relationship ...........................8 Troubleshooting conflict .................................................................9

What is a mentee? 1. A mentee is a person who is advised, trained, or counselled by a mentor. Some basic premises of what makes the ideal mentee are: • Eagerness to learn • Patience • Be a risk taker • Personal commitment to be involved with another person for an extended time. The mentee has to want to

•

be a full partner in the mentoring connection and be invested, over the long haul, to be there long enough to realize a difference. To that end, they prepare and do the appropriate "homework" for meetings with their mentor. They work to gain the skills, knowledge, and abilities to grow. Flexibility. Successful mentees recognize that relationships take time to develop and that communication is a two-way street. They're flexible, listen to their mentor, and consider new options. They take initiative, seeking the mentor's advice when needed. And they focus on the goal, not getting lost in the process.

Ability to recognize that mentoring is only ONE development tool. Mentors can save you time plus inspire,

teach, and encourage you. They can be excellent role models for what you want to do and become. At the same time, you can also learn from many other sources. By recognizing that you can benefit from a variety of sources, perspectives and styles – even those quite different from your own – you will open yourself up to new ideas, valuable information, and a wide range of viewpoints. Consider one or more mentors as part of your overall personal development strategy. Openness. The mentee has to know and be able to discuss their needs and objectives with their mentor. This means that he or she has to look inside themselves to identify areas that may need work and share them with the mentor.

Ability to listen and to accept different points of view. The mentee needs to be able to receive feedback and look at the situation from the mentor's perspective to gain a

more objective viewpoint. One of the biggest values of the mentoring connection is the ability to have a more experienced person's viewpoint. The mentee has to be willing to try new things, to consider different ways of "getting there from here."

A mentorship is essentially a dialogue between two people. A mentor will help to; • • • • •

Qualities that a mentee requires • Asks questions • Is willing to be mentored • Strives to give his/her best at all times • Accepts criticism graciously • Learns from mistakes • Has courage to try new things • Accepts responsibilities • Is open and honest • Is respectful and grateful • Listens, watches, learns, and grows What the Mentor does. • share experiences and valuable lessons to help deal with similar decisions • assist developing progression and achievements in the industry with a range of advice and expertise • build confidence, raise self-esteem and push to find opportunities to succeed • be a sounding board for problem solving and discuss different approaches and narrow down the options • help integration easily in the tourism industry – discuss experiences of the structure and provide networking opportunities • offer support with whatever it is that is important to a mentee in the tourism industry (or discovering what it is) What’s in it for the Mentor? Although there are major elements of generosity and selflessness, it is not only one sided! Mentors will enjoy • training and support from Destination Gippsland • personal satisfaction and taking pleasure from seeing promising talent blossom under your mentorship • reflecting on past experiences, by working together on current challenges and using your past experience and decisions as a basis for understanding

• • •

gaining an insight in the minds of ‘younger’ tourism professional – it can be refreshing and enlightening from a different point of view than you are familiar with although the relationship between mentor and mentee is a professional and limited one, many of these are likely to become long lasting friendships giving something back to the industry that has enriched your life so much

Benefits for the mentee • increased confidence, motivation, skill and knowledge • encourages a more personal approach to development • support and direction • receive constructive feedback on performance • tools to think differently and focus on areas for improvement • self-awareness and self-reflection Benefits to the Tourism Industry • encourages young professional to progress through the industry • helps to educate and retain inexperienced people • utilises the experience of experienced industry members • re-invigorates and motivates experience industry professionals who take on an mentoring role • those who have been mentored are likely to become mentors themselves in the future • develops a feeling of community within the industry Matching mentors and mentees The following will be taken into consideration to find a suitable match for the mentoring relationship: • locational convenience • the needs of the mentee • the tourism experience and special skills of the mentor

• •

the mentor is an appropriate role model there is suitable credibility, trust and respect established between the mentor and mentee

How do the meetings work? All meetings, especially the first, should ideally be held in a private place or a setting away from the mentee’s place of work. Not all discussion has to occur in face-to-face meetings (e.g. video conferencing), however where meetings are organized, make sure they are structured to maximise available time.

This will set the scene for the relationship and seem more formal than just a friendship or acquaintance meeting. There is a workbook provided for each mentor for recording the key points of the mentoring meetings. The workbook is designed to provide the mentor with a record of all mentoring sessions, and it can be referred to at each meeting. There are sections for ground rules, needs, goals and action planning, analysis and feedback. It is to be used as a brief record of the discussions and the targets agreed, allowing follow up of these points in a structured way. The first “discovery” meeting • the mentor and the mentee introduce themselves • the mentor shares some their tourism career highlights and why they are volunteering as a mentor • the mentor explains how the sessions will generally work (following the mentoring process sequence) • the mentor talks about the ground rules and their importance, and writes these down and both sign off in the workbook • the mentor invites the mentee to tell them their tourism story so far • the mentee and mentor identify needs for career and personal development and write these down in the workbook • using the identified needs as a basis, the mentor and mentee work through some defined goals and write these down in the workbook • using the goals as a basis, the mentor and mentee work through action plans to achieve at least the first goal and write this in the workbook

• • •

the mentor recaps the main points of the meeting and encourages the mentee to commit to actions that are realistically possible by the next meeting the mentor and mentee decide on a date for the next meeting ( approximately 1 month in the future) ground rules are reiterated and the mentor may advise the mentee that it’s alright to email with any questions before the next meeting

The progress meetings

• • •

•

• • •

•

The final meeting The final meeting will be at the twelfth meeting ( if the relationship has extended for that period of time.) • The mentor asks the mentee to give an update on what they have achieved in their action plan since their last meeting, and writes these down in the workbook • the mentor encourages the mentee to analyse their overall performance and emotions, and writes these down in the workbook • the mentor recaps the needs, goals, action plans of the first meeting and how these have progressed over the relationship period • the mentor encourages the mentee to celebrate their achievements and how they have grown over the time • the mentor gives feedback and encouragement for the future • the mentor asks for feedback on the mentoring relationship, and advises that Destination Gippsland would like their feedback via the ‘evaluation’ online • the mentor encourages the mentee to let others know about the mentoring program if they feel it would be beneficial for them Notes for the Mentor Mentors are all different Mentoring styles differ between mentors, based on personality, experiences and personal philosophy. Interpretation of your experiences shapes your behaviour and values. Think about people and situations that have shaped the person you are today.

Your attitude towards mentoring includes objectives, values, beliefs and decision making. Your overall philosophy is a continuous work in progress, the more mentoring you do. Think about your actions and behaviour that you convey to others. Donâ&#x20AC;&#x2122;t be afraid to ask for some honest feedback about what you think your philosophy is compared to your actions and behaviour. Maintaining a successful mentoring relationship Mentoring relationships are not all the same, and they evolve on their own to suits the needs and strengths of the individuals involved. There are several general qualities to a successful relationship.

• • • • • • • • • • • • •

good rapport and mutual respect listening to each other trust and confidentiality allowing enough time to meet ( and being patient when you do) having an agreement as to how the relationship will work allowing the mentee to make the decisions interest and enthusiasm clear goals and objectives clear communication, constructive feedback, rather than judgement and criticism encouraging the mentee to try things and value their ideas avoid giving advice or telling the mentee what they should do not allowing the mentee to become too dependent on the mentor for answers acknowledgement and celebration of successes achievements

Conflict situations should be resolved quickly and respectfully. The mentor should take charge and plan to have a difficult conversation. The mentor should start the conversation and state the problem objectively as possible, in an open and honest way. The mentor should invite the mentee to state their point of view and ask questions without being defensive. The mentor should state their point of view and summarise the problem and encourage the mentee to suggest possible solutions. Both parties should decide on the way forward together and commit to changes to avoid the conflict occurring again. If issues in the relationship are not resolvable, or you require assistance to resolve them, contact Destination Gippsland. Janine Hayes Tourism Project Manager Destination Gippsland Ltd 30 Ridgeway (PO Box 203) Mirboo North Vic 3871 03 56 68 2141

THE KEN HORE TOURISM MENTORING PROGRAM Annual award to support young tourism professionals & new entrants into the Tourism Industry

Ken Hore had a long association with members throughout the Gippsland and Phillip Island tourism industry. He encouraged their business and personal development with his generous support and commitment to others. Ken offered a guiding hand to many of the industryâ&#x20AC;&#x2122;s newest recruits.

Mentoring Journey Meeting Guide & Logbook Destination Gippsland Ltd,

Destination Phillip Island and

Bass Coast Shire Council

Reproduced utilising information from the Australian Parachute Federation WIAS program.

Guidance notes for Mentors This logbook is designed to provide you with a record of all your mentoring sessions. There are sections for ground rules, needs, goals, and action planning sessions, analysis and feedback. It is to be used as a record of the discussion you have with your mentees and the targets you have agreed with them and a section for your own reflection and summary. The opportunity to reflect on a mentoring session will give you the chance to think about the skills you have developed, as well as the achievements of your mentees. The logbook is to be retained by the Mentor and brought to each of the meetings until the end of the mentoring relationship where it can be given to the Mentee. The Logbook is divided into six meetings and the following sections: The First Meeting • •

• •

Section 1: Agreement At the first meeting, develop the ‘ground rules’ between yourself and the mentee. Section 2: Identifying Needs At the first meeting, discover what your mentee’s strengths and weaknesses are, and what they aspire to in the short, medium and long term. Section 3: Setting Goals At the first meeting, help your mentee set specific targets and goals based on the needs in section 2. Section 4: Action Plan At the first meeting, help your mentee list strategies and dates to achieve tasks based on the goals in Section 3.

Subsequent Meetings • Section 5: Analysis & Feedback From the second meeting onwards, meetings should focus on analysing the progress of outcomes from Section 1-4 and the last action plan. Review the goals and action plan to see if you’re still on track and want to continue or change anything. Then create the next action plan for completion by the next meeting.

Final Meeting •

Section 6: Conclusion and Evaluation In this section, you can evaluate the relationship. Be honest and consider how you can improve the program and the relationships.

Mentoring Meeting Log

Keep a record of all your meeting dates here. Aim to set the next meeting date at the end of each meeting. Include meeting dates/notes if there were additional discussions that were not face to face. Meeting Date

1 2 3 4 5 6 7 8 9 10 12

Time

Place

Meeting # 1: ___________ (date)

Section 1 – Agreement Complete this section with your mentee and ensure that you have both agreed to the points listed below by signing at the bottom of this page. It is essential that you discuss issues of boundaries and ground rules early on in your mentoring sessions. The document can be revisited during the relationship and the ground rules may be updated, if you both agree. If you have any questions regarding setting ground rules please contact DG for assistance. The ground rules that my mentee and I have agreed upon are: 1. Confidentiality: Everything we talk about is confidential between us, unless the Mentor feels it is essential to pass onto somebody in authority if the information is of a harmful or illegal nature. 2. Personal contacts: We will not use or give to others personal contact details shared with each other without prior permission (e.g. phone numbers, email addresses, home addresses) and we will not use social networking sites to communicate about our mentoring relationship. 3.

Examples: professional meeting conduct, language, respect opinions, conflict resolution

Signed (Mentor) …………………………………………………………. Signed (Mentee)………………………………………………………….. Date: ……………………………………………….

Meeting # 1: ___________ (date)

Section 2 â&#x20AC;&#x201C; Identifying Needs At the first meeting, discover what your menteeâ&#x20AC;&#x2122;s strengths and weaknesses are, and what their aspirations are for the short, medium and long term. You can revisit and refine these areas at each session using the analysis and feedback sections for each progress meeting. Strengths

Weaknesses

Where do you want to be in the Short Term (6 months)?

Where do you want to be in the Medium Term (1 year)?

Where do you see yourself in the Long Term (3-5 years)?

Meeting # 1: ___________ (continued) Section 3 â&#x20AC;&#x201C; Goal Setting

Based on what was identified in section 2, work with the mentee to set specific goals to achieve these. Be specific and ensure ensure each goal is measureable. These goals will more than likely be progressive (i.e. one is dependent on the other being completed). You can revisit and refine these areas at each session using the analysis and feedback sections for each progress meeting. Goal 1:

By (date)

Goal 2:

By (date)

Goal 3:

By (date)

Goal 4:

By (date)

Goal 5:

By (date)

Meeting # 1: ___________ (continued)

Section 4 â&#x20AC;&#x201C; Action Plan Based on the goals set in Section 3, help your mentee create an action plan to start working on at least the first goal by the next meeting. Break down the steps required to achieve each goal. Be specific and ensure each item is small enough to measure progress (and success) by the next meeting. Refer to this table at the next meeting and mark completed items. Goal #1

Steps to achieve goal Goal Step 1: Step 2: Step 3: Step 4: Step 5:

Date

Completed

Meeting # 1: ___________ (continued) Notes and Ideas

Meeting # 2: ___________ (date) Section 5 â&#x20AC;&#x201C; Analysis & Feedback

Focus on analysing the outcome of Sections 1-4 from the first meeting. How did it go? What were the successes? Were there any issues encountered? Do we need to revise the ground rules, needs, goals, action plan? Analysis Section Ground Rules Needs

Outcomes- analysis

Update required?

Goals Action Plan Feedback From Mentor From Mentee

Meeting # 2: ___________ (continued)

Next Action Plan â&#x20AC;&#x201C; now that you have determined how the action plan is working, create your next action plan to be completed by the next meeting. Goal #1

Steps to achieve goal Goal Step 1: Step 2: Step 3: Step 4: Step 5:

Date

Completed

Meeting # 3: ___________ (date) Section 5 â&#x20AC;&#x201C; Analysis & Feedback

Focus on analysing the outcome of Sections 1-4 and your last action plan. How did it go? What were the successes? Were there any issues encountered? Do we need to revise the ground rules, needs, goals, action plan? Analysis Section Ground Rules Needs

Outcomes- analysis

Update required?

Goals Action Plan Feedback From Mentor From Mentee

Meeting # 3: ___________ (continued)

Next Action Plan â&#x20AC;&#x201C; now that you have determined how the action plan is working, create your next action plan to be completed by the next meeting. Goal #1

Steps to achieve goal Goal Step 1: Step 2: Step 3: Step 4: Step 5:

Date

Completed

Meeting # 4: ___________ (date) Section 5 â&#x20AC;&#x201C; Analysis & Feedback

Outcomes- analysis

Update required?

Goals Action Plan Feedback From Mentor From Mentee

Meeting # 4: ___________ (continued)

Next Action Plan â&#x20AC;&#x201C; now that you have determined how the action plan is working, create your next action plan to be completed by the next meeting. Goal #1

Steps to achieve goal Goal Step 1: Step 2: Step 3: Step 4: Step 5:

Date

Completed

Meeting # 5: ___________ (date) Section 5 â&#x20AC;&#x201C; Analysis & Feedback

Outcomes- analysis

Update required?

Goals Action Plan Feedback From Mentor From Mentee

Meeting # 5: ___________ (continued)

Next Action Plan â&#x20AC;&#x201C; now that you have determined how the action plan is working, create your next action plan to be completed by the next meeting. Goal #1

Steps to achieve goal Goal Step 1: Step 2: Step 3: Step 4: Step 5:

Date

Completed

Meeting # 6: ___________ (date) Section 5 â&#x20AC;&#x201C; Analysis & Feedback

Focus on analysing the outcome of Sections 1-4 from your last action plan. How did it go? What were the successes? Were there any issues encountered? Do you achieve your ground rules, needs, goals, action plan? Analysis Section Ground Rules Needs

Outcomes- analysis

Update required?

Goals Action Plan Feedback From Mentor From Mentee

Meeting # 6: ___________ (date)

Section 6: Evaluation Evaluate the relationship â&#x20AC;&#x201C; be honest and consider how you can improve the program. In the evaluation we would like you to consider the following questions What went well? What would you do differently? What skills have we learned/used in the mentoring program? Ending the Mentoring Relationship Is this the end of the journey? It doesnâ&#x20AC;&#x2122;t have to be! Perhaps through mutual agreement you would like to continue the relationship for a further 6 months because you have only just scratched the surface. If so, just contact Destination Gippsland and you will be provided with another log book. Please fill out the mentee and mentor evaluation forms (for the first 6 months) and return them to Destination Gippsland. All done! If the relationship has run its course and the mentee is prepared to set and achieve goals out on their own, please contact Destination Gippsland and let them know. Please fill out the mentee and mentor evaluation forms and return them to Destination Gippsland. Thank you! Thank you for participating in this journey and creating a supportive environment for an upcoming young Tourism professional or entrant into the industry. Your time and efforts are appreciated. Spread the word! If you believe this was a valuable and beneficial program, please let others in the Industry know about your experiences. There will be an annual intake of Ken Hore Tourism Mentoring Program Mentees and we would like to have other Mentors join the program. Please direct any questions or expressions of interest to Janine Hayes Tourism Project Manager Destination Gippsland Ltd 30 Ridgeway (PO Box 203) Mirboo North Vic 3871 03 56 68 2141 / jhayes@destiantiongippsland.com.au