Mentor Training
Module 1 – Introduction
Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or OeAD-GmbH. Neither the European Union nor the granting authority can be held responsible for them.�Project N° 2023-1-AT01-KA220-VET-000157913
Sit together in groups of 3��Tell the others about yourselves�Name�Family�Interests�Job functions�Etc.��Time: 10 min�Then you introduce each other to all the others, �in plenary - 3 min. per person�
What are your expectations�for this training?
Mentor Training Schedule
Module 1 - Introduction
Module 2 – Perception, Active Listening, Questioning, Feedback
Module 3 – Coaching, Diversity
Module 4 - Communication
KAIN Method: Knowledge Acquisition According to Individual Needs
The KAIN Method is an innovative approach that bridges the gap between classroom learning and real-world application in small and medium-sized enterprises. Rather than treating training as a separate activity, KAIN integrates qualification with genuine company development projects, ensuring that every insight gained translates into tangible business improvements.
Your Role: You are active shapers of this journey—not passive recipients. Trainers serve as content providers, coaches, and facilitators, but you own your projects and drive the learning forward.
The Three-Phase KAIN Journey
Phase 1: Workshop
Build a common knowledge base through interactive classroom sessions and collaborative workshops
Phase 2: Practice & Coaching
Apply learning on the job over 4–6 weeks with targeted coaching support
Phase 3: Presentation & Reflection
Share results, exchange experiences, and capture lessons learned
What KAIN Delivers for You
Build Knowledge
Establish a shared foundation of concepts and tools whilst respecting and leveraging your individual experience and organisational context
Drive Change
Initiate concrete, measurable improvements in your own company through focused projects that matter to your business
Grow Together
Learn from peers, receive expert coaching, and develop your capability as both a project owner and collaborative team member
Your Deliverables Before Phase 2
What You'll Deliver Before the Practice Phase Begins
The bridge between Phase 1 and Phase 2 is critical. Before you begin your on-the-job practice, you'll need to crystallise your thinking and prepare a solid foundation for action. This preparation ensures you enter the practice phase with clarity and confidence, ready to make meaningful progress.
Preliminary Project Topic
Identify a clear problem or opportunity within your company. This should be something concrete, business-relevant, and within your sphere of influence.
First SMART Goal Draft
Frame your objective using the SMART criteria: Specific, Measurable, Achievable, Relevant, and Time-bound. This becomes your north star.
Stakeholder Sketch
Map who is affected by this project, who supports it, and who has decision-making authority. Early stakeholder engagement prevents surprises later.
Rough Action Plan
Outline 3–5 key actions or experiments you'll undertake during the 4–6 week practice phase. Keep it flexible but purposeful.
How We Support Your Preparation
Quality Criteria
Start Small: Think pilot, not transformation. "Just big enough" to be meaningful.
Business-Relevant: Choose something visible that matters to stakeholders.
Measurable Effects: Define clear indicators like lead time, error rate, or satisfaction scores.
Save the Date: We reconvene on xx.xx.xxxx for Phase 3—project presentations, experience exchange, and lessons learned. Mark your calendar now.
The Network�2 + 2 = 5
The network will consist of you as mentors.
The purpose of the network is for you to give each other ideas for mentoring, help each other when something is bothering you....
Team - It's amazing what you can achieve when it doesn't seem to matter who gets the credit.
Robert Wooddruff 1969
Do we need to make a network list, addresses, WhatsApp group etc.?
What is your idea of a mentor......?
A mentor is an experienced person who shares his or her experience and skills to support the development of the mentee through advice, sparring, guidance, coaching and feedback.
The concept is used in many different contexts, including the development of managers and employees in companies and organisations, in associations to support the development of members, and in social contexts such as integration projects, support for young offenders, entrepreneurs, etc.
The form is guidance/counselling, and is a much looser process that does not follow the student's/ment's personal processes as closely as a coach works. A coach must follow the details of a process much more frequently and closely than a mentor must. In contrast, a mentoring process can last 4-5 years, e.g. through a longer education or career programme, whereas a coaching process will rarely last more than ½-1 year.
A mentor often participates outwardly in the promotion and promotes, perhaps even paves the way publicly, for his/her mentee. A coach, on the other hand, is bound by confidentiality, and a programme is a completely personal matter between the coach and the focus person, which no one else needs to know about. A coach helps people to improve their personal skills, while a mentor is an experienced professional adviser.
Different concepts - The small difference
Mentor and mentorship
A process in which a more experienced person helps a less experienced one gain perspective, exposure and see new possibilities.
What is a Mentor
A mentor is a trusted advisor who guides another, often younger person.
A mentor is an experienced person who guides another person professionally, career-wise and personally.
Usually, the mentor is used as a sparring partner in discussions about, for example, professional matters or career-related issues. This can be about problems at work, the next career step, conflict resolution, etc.
The mentor is a role model, someone to learn from, and someone who is interested in passing on knowledge and ideas to others, as inspiration for personal and professional growth.
The mentor is also the person who can make the mentee feel part of something bigger. In conversation with a mentor, the mentee can suddenly experience an insight that opens up to something higher than what they can access on their own.
The mentor helps to hold up a mirror to another person so that they come to a deeper understanding of themselves, and can help to raise their self-awareness and open them up to change. The mentor must be able to accommodate the mentee, to direct attention to him/her, while remaining anchored in his/her own person.
The mentor should always focus on the potential of the mentee.
Exercise
Mentoring vs Coaching
Task:
Work in pairs – share and compare experiences.
Different concepts - The small difference�
The starting point for coaching is that the person who seeks a coach (called coachee) has the answers.
1
2
3
4
5
Dialogue that assists a person to find their own answers, solutions and clarity and concretization of objectives.
Forward-looking and targeted process. The coach is not responsible for the goal and product, but is co-responsible for the process.
Professional knowledge is not a necessity.
A tool supported by positive attitudes to development.
Coaching
Different concepts - The small difference�
According to the dictionary; supervision, control. But also guidance and support from a supervisor
1
2
3
4
Professional knowledge on the subject. Overall responsibility or co-responsibility for the "product". Professional personal development.
Several methods can be used
Supervision today is almost identical to coaching
Supervision
Different concepts - The small difference�
Showing courtesy during conversation
1
2
Creating an environment where learning is possible
TEACHING
Different concepts - The small difference�
Greek: service, care
1
2
Disease treatment by medical or external means
A concept. Most often based on a problematic situation.
3
THERAPY
Therapy
Different concepts - The small difference�
Lead the way.
1
2
A tutor frequently has professional insight and co-responsibility for the task
Guidance
Assignment
"A bird comes every hundred years and sharpens its beak on a mountain. When the mountain is worn down, one second of eternity has passed."
Chinese proverb
I don't have time to think it through......
Things are moving too fast at work for me to keep track.......
There are too many small things for me to have time to think about the big things....
I can't find time for all the things I want to do......
I feel guilty about not using the time effectively.......
Time for Mentorship
The phases of mentoring
The evolution of the relationship
Establishment phase
The learning phase
Closing phase
Now what?
Time
High
Low
Phases of the mentorship
Closing phase - Evaluating achievements and learning, celebrating and closing the programme
The learning phase - Asking, listening, challenging, reflecting, testing, sharing knowledge and experiences, giving feedback, etc.
Establishment phase - Getting to know each other, planning the collaboration and building trust and familiarity
Preparation phase - Individual preparation and clarification of participation
1
2
3
4
Matching of mentor and mentee
Different professionalism, education and background
One's personality
Different personality
Same professionalism, education and background
Johari's window
The open
The Hidden
The blind
The Unconscious
(unknown)
What I know and others know well
Others can see it, but you are not aware of it
I know it, but others can't see it
Neither known by yourself nor others
Others can see it
You can see it
Johari's window
The open
The Hidden
The
blind
The
unconscious
Feedback and receptivity to it
Feelings
Tanker
Body
Handlinger
Mentor Model Area 1: �Core
Presence
Establishment phase
The learning phase
Conversations
Motivation
Mutual evaluation
Mentor Model Area 2: �Objectives and outcomes
Presence
Establishment phase
The learning phase
Conversations
Motivation
Mutual
evaluation
Personal development
Culture understanding
Network
Active listening
Knowledge sharing
Career development
Professional competences
Mentor Model Area 3: �Framework and Structure
Presence
Establishment phase
The learning phase
Conversations
Motivation
Mutual
evaluation
Personal development
Culture understanding
Network
Active
listening
Knowledge
sharing
Career development
Professional competences
Purpose
Program management
Quality
securing
Preparation
Mentor Model Area 4: �The World
Presence
Establishment phase
The learning phase
Conversations
Motivation
Mutual
evaluation
Personal development
Culture understanding
Network
Active
listening
Knowledge
sharing
Career development
Professional competences
Purpose
Program management
Quality
securing
For-
preparation
Top management
Family
My immediate manager
The company
HR
Department
Colleagues
External consultants
Top management
The company
External consultants
Zone models:
Panic - Zones
Comfort - Zones
The Learning Zone
This is where the fun is
All development, learning and change involves some uncertainty and discomfort
What gets you out of the comfort zone?
Get together: 2 and 2��When are you out of your comfort zone?��What does it do to you?��When are you in the panic zone?��What happens when you are in the panic zone? ��How do you react?��20 min
Top management
The company
External consultants
Panic - Zones
This is where the fun is
The many roles of mentors
We expect you to…
Mentee
As a starting point, as a mentee you should be expect to:
As a mentee, you must commit to:
We expect �you to…
Expectations of the mentor
As a mentor, you should expect to:
The obligation of the mentor
The mentor must work towards being the role model that we all aspire to meet or to be.
Mentor must:
judging
Mentor
RESPECT CONFIDENTIALITY
THIS GOES BOTH WAYS.
The contract and expectations
- think about this in ALL situations!
Example of a mentor contract mentor contract between:
Viggo Mortensen (mentor) and Peter Bjerregaard (mentee)
Mentoring objectives:
Peter wants to have an experienced person to spar with in the coming period of 1 year, when he is in higher education. Peter needs:
The mentoring relationship in general:
A meeting is agreed every month. Each meeting takes about 90 minutes. Unless otherwise agreed, all meetings take place at Viggo's home. The next meeting will be agreed before the meeting ends.
It is agreed that cancellations should be avoided and never later than 24 hours before the meeting. If a cancellation has to take place, it is the canceller who proposes a new time.
Peter will send the agenda and items by email at least 2 days before each meeting.
Economy:
As a rule, there is no fee between mentor and mentee... However, in some cases, where a consultant from a professional firm is booked, a fee of xx €
Cooperation Agreement -
Contract
Target
Roles and responsibilities
Meeting frequency, duration, location
Meeting structure and preparation
Contact between meetings
How do we document our collaboration?
How do we measure and evaluate results?
Rules and ethics
How do we keep confidentiality
What we talk about and what we don't
How we give feedback to each other
What do we do if one party does not think it is running optimally?
Go 2 and 2
What's on your mind - "as a mentor"?
Where do you see challenges with the mentoring task?
Time: 30 min
Values
Values
"You cannot teach a man anything, you can only help him find it within himself."
Galileo Galilei (1564-1642
"Of course, the human search for meaning and values can create inner tension instead of inner balance. However, this very tension is an indispensable prerequisite for mental health. I dare say that nothing in the world provides such effective help in surviving even the worst of circumstances as the knowledge that there is meaning in one's life There is much wisdom in Nietzsche's words: He who has a why to live for can bear almost any how."
Viktor Frankl (survivor of a concentration camp)
To find the potential of the mentee, it might be a good idea to start by finding your own !
"That if one is truly to succeed in leading a man to a certain place, he must first of all take care to find him where he is, and begin there."
Søren Kierkegaard
Culture
decor
Mess or Order
Language
Clothing
The Visible
Values
Basic assumptions�Often the unsaid
Personal Values
The work
Families
Generation
School
Religions
Self Insight
What the values mean in practice�
Justice
Honesty
Tolerance
Courage
Integrity
Forgiveness
Peace
Environment
Challenge
Self-esteem
Stability
Order
Self-discipline
Perseverance
Reason
Health
Examples of personal values
Joy
Play
Prosperity
Family
Appearance
Intimacy
Aesthetics
Local communities
Competence
Performance
Progress
Intellectual status
Attention
Authority
Power
Competition
Values guide �and show �the way �throughout �life.
Building the value set
Example: 'Credible'
Definition:
That what is said/does is trusted
Confident
Behaviour:
Stick to what I know about.
Keep what I promise
Exercise �Value card�
How to use the value cards��There are about 50 cards, each representing a specific value. Some of the cards are joker cards, where you can enter values other than those printed.��There are also 5 category cards:
� �Sort the cards so that there are approximately equal numbers of cards under each category card.��
Most appreciated
Often appreciated
Sometimes appreciated
Rarely
appreciated
Least appreciated
Value wheel
Value wheel
Job
Health
Leisure
Economy
Housing
Relationships
Family
Friends
Value wheel
Insert your values in the value wheel and set current validation.
You should find
8 values. You can use.
value list as
inspiration.
Today we have worked with:
senior-talent.eu