Resources

ISM-Pittsburgh Mentoring Program
Resource List of Mentoring Books and WebPages
November 2007

Caldwell, Brian and Earl Carter, eds.  The Return of the Mentor: Strategies for Workplace Learning.  Washington, D.C.:  The Falmer Press, 1993.

This book contains the following papers about the framework of mentoring as a workplace learning strategy and the role of mentoring the education, health, and industrial cultures: "Preface" (Brian J. Caldwell, Earl M.A. Carter); "The Workplace of the 1990s" (Brian J. Caldwell, Earl M.A. Carter); "The Principles and Practice of Mentoring" (John Carruthers); "Mentoring for Teachers: The Collaborative Approach" (Ida McCann, Ruth Radford); "A Personal Perspective on Mentoring" (John R. Baird); "Mentoring for School Principals" (Angela Thody); "Preparing for Leadership in Schools: The Mentoring Contribution" (Allen Walker, Kenneth Stott); "Preceptorship in Hospitals" (Sarah Kitchin); "From Cop to Coach: The Shop Floor Supervisor of the 1990s" (Frank McMahon); "Coaching a Competency-based Training System: The Experience of the Power Brewing Company" (Shane Slipais); "Coaching Trainers for Workplace Performance" (Earl M. A. Carter); "Measuring the Returns" (Earl M. A. Carter); and "Transforming the Workplace" (Brian J. Caldwell, Earl M. A. Carter). Contains notes and references. (MN)

Chandler, Steve and Duane Black.  The Hands-off Manager: How to Mentor People and Allow Them to Be Successful.  Franklin Lakes: Career Press, 2007.  

The #1 reason cited in exit interviews for an employee quitting is "my manager." Most managers and executives not only aren't aware of this obvious problem, but probably wouldn't know what to do about it if they did.
Today's employees do not respond to the old hands-on, militaristic management styles. They are highly independent, individual professionals with their own fully developed ideas. Leaders and managers who try to micro-manage them will inevitably confront wide-spread disgruntlement, absenteeism, and turnover...and increase their own and their employees' stress levels.
In The Hands-Off Manager, Chandler and Black offer a new vision for all managers. With stories, examples, and vibrant activities for the reader to practice, this book shows any manager--new or seasoned--how to coach and mentor employees rather than hover over their shoulders and goad them into action.
In this system, each employee's strengths are honored and honed in a climate of partnership and mutual goal-setting. Chandler, whose 100 Ways to Motivate Others is a best-selling favorite with small and large businesses alike, has called The Hands-Off Manager "my most original work to date" because it finally solves the age-old problem of getting the best performance out of people without frustrating yourself and them.
The Hands-Off Manager and its breakthrough content will take its place beside In Search of Excellence, The One Minute Manager, and Who Moved My Cheese? as an instant classic that will forever change the way we lead and manage.

 
Holliday, Micki.  Coaching, Mentoring & Managing.  Franklin Lakes:  The Career Press, Inc., 2001
    
This book offers hundreds of practical, easy-to-learn techniques every manager can use to coach employees to become more productive, positive, inspired and effective. Filled with real-world advice and management-changing exercises, this manual shows how to get the most from employees in today's era of downsizing, layoffs, buyouts and mergers. Managers learn how to be more than just a boss and develop the skills and strategies to become more like a coach to their employees. This invaluable management resource will show managers how to tap into the hidden strengths and talents of employees, to inspire peak performers to even greater levels of productivity, to confront inappropriate behavior, turn problem employees into productive workers, to ask questions that get good answers,-to be a winner and to teach others how to be winners. Gives the skills to become a good coach to lead and inspire people to work as a team and produce winning results.


Johnson, Harold.  Mentoring For Exceptional Performance.  Glendale: Griffin Publishing, 1997.

While probably not the definitive book on mentoring - this book is a must read for all management teams that are trying to change their culture to a high performance, learning organizations.
The book presents information explaining the potential benefits of mentoring (the why); provides insights and direction for establishing a comprehensive mentoring program (the what); and presents information that enables the reader to understand the critical elements of a effective mentoring program and the steps necessary to create a mentoring organization (the how).
As a long time CEO who has specialized in helping transitioning companies achieve improved performance, and more importantly, building high performance cultures, Mr. Johnson provides many practical strategies for transforming the human resources of the company through mentoring. Mr. Johnson has identified six principles for exceptional performance from which he had developed a Strategic Mentoring Model. The Strategic Mentoring Model focuses on nine distinct strategies of learning, leading and relating for individual, team and organization. Mr. Johnson concludes that leadership for a mentoring culture must come from the CEO and the management team.

Johnson, W. Brad and Charles Ridley.  The Elements of Mentoring.  New York:  Palgrave Macmillan, 2004.  

"This book represents a well-articulated approach to the principles of mentoring that is sure to be a landmark work. Jam-packed with exciting ideas, it highlights precisely why and how mentoring is undertaken in various workplace settings. The authors respond to the rapidly changing world of work by delivering an extraordinary range of tools and options for professionals who wish to be ethical, thoughtful teachers and coaches to their protégés. Well written and highly readable, it offers practical applications using exemplary case studies. This gem of a resource will aid the reader in understanding how to apply the mentoring micro skills presented throughout. This is a must read for anyone who aspires to excellence as a leader and mentor." -- Mary H. Guindon, School of Professional Studies in Business and Education
Johns Hopkins University
" Johnson and Ridley carefully explain the skills, attitudes and values that make for effective mentoring. In this useful guide, they point out what helps and what could hurt these developmental relationships. A must read for mentors and protégés alike. I recommend it highly" -- Winston E. Gooden, Ph.D., Dean, Fuller Graduate School of Psychology
"Johnson and Ridley have distilled the essence of how to be a successful mentor in a well written succinct compendium they accurately describe as the "nuts and bolts" of effectively advancing the careers of junior colleagues in a caring, yet rigorous manner. The advice contained here holds significant value across work sites and professions, and can benefit both potential mentors and those wishing to find a mentor. I recommend this book to anyone hoping to guide the next generation in their field or hoping to find such a guide." --Gerald P. Koocher, Professor and Dean, School for Health Studies, Simmons College
"The Elements of Mentoring is destined to become a classic due to its concise
approach and timeless value in helping to create win-win situations for individuals
committed to helping others achieve more. ...This excellent book has the potential to bring out your best: read it!"--Leadership & Organization Development Journal

 
Shea, Gordon.  Mentoring; How to Develop Successful Mentor Behaviors.  Boston: Thompson Course Technology, 2002.

This book will provide you with the tools to understand the unique role of mentors in today’s workplace, determine the most effective mentoring style for your situation, establish agreements to ensure a successful and rewarding relationship, and avoid behaviors that may interfere with mentee growth and development. Mentoring is a rewarding relationship that benefits both participants and the organization. The relationship is now seen as a process of two people working together for mutual gain and enrichment based on their shared experience. Today’s mentoring has evolved from simply training the employee to a productive relationship that offers guidance and counsel to develop another’s abilities to the fullest.


Zey, Michael.  The Mentor Connection.  Homewood: Dow Jones-Irwin, 1984.  
Why do some people move up the corporate ladder effortlessly while others move slowly by trial and error, or stagnate I the same position for years and over the life span of a career? Zey's view is that the mentor relationship is often the single most important factor in achieving success in corporate life.  
The Mentor Connection is an exciting view of the sociology and politics involved in mentoring. The author explores the relationship between mentoring and mobility, illustrating its impact on career advancement and work performance as such. Michael Zey provides guidelines for establishing formal mentoring programs in business and industry and offers special consideration to problems faced by women I mentor-protégé relationships. A must book for all those in the applied social and behavioral sciences, as well as managers, entrepreneurs, and anyone interested in advancing in his or her career.

 

Mentoring Webpages

Society for Human Resource Management.  <http://www.shrm.org/students/mentorprogram.asp>.

“Designing and Planning a Mentoring Program.”  <http://www.mentoring.org/program_staff/design/designing_and_planning_a_mentoring_program.php>.

“Elements of Effective Practice.”  Mentor.  <http://www.mentoring.org/
program_staff/design/elements_of_effective_practice.php
>.  
 
Institute for Supply Management.   <http://www.ism.ws/>

Lindenberger, Judith and Lois Zachary.  “Tips for Developing A Mentoring Program.”  CareerJournal.com.  29 May, 2007 <http://www.careerjournal.com/hrcenter/astd/
primer/20000428-astdprimer-lindenberger.html
>.

Manza, Gail and Tonya Wiley.  “How to Build A Successful Mentoring Program Using the Elements of Effective Practice: A Step-by-Step Tool Kit For Program Managers.”  National Mentoring Partnership.  2005.  <www.mentoring.org/eeptoolkit>   

Myers, Stephanie.  “Mentors can help women navigate work force issues.” bizwomen.com.  30 August 2004. 11 June 2007 <http:www.bizjournals.com/bizwomen/
Memphis/content/story.html?story_id=987891
>.

Phillips-Jones, Linda.  “Mentoring Best Practices.”  The Mentoring Group.  15 June 2007 <http://www.mentoringgroup.com/bestprac1.html>

Pieper, Shannon.  “The Mentoring Cycle: A Six-Phase Process for Success.”  Healthcare Executive.  Nov/Dec (2004): 17-24.  

Sherk, Jerry.  “Best Practices for Mentoring Programs.”  The EMT Group.  15 June 2007 <http://www.emt.org/userfiles/BestPractices.pdf>


Ward, Micheline.  “Peer Coaching- Coaching vs Mentoring.”  U.S. Environmental Protection Agency. 23 September 2002. 01 June 2007. <http://yosemite.epa.gov/
r10/oi.nsf/2fb9887c3bbafaaf88256b5800609bf0/9d1b496115203e5b88256e7c000180a7!OpenDocument
>.

Waterhouse, Steve.  “Can a Mentor Help You Reach Higher Goals Faster?”  Waterhousegroup.com.  01 June 2007 <http://www.waterhousegroup.com/
mentoring/info.html
>.

 

 
 
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