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Volume 23, Number 24 Copyright 2006 Business Book Review, LLC All Rights Reserved

Power Mentoring
How Successful Mentors and Protgs Get
the Most Out of Their Relationships

By Ellen Ensher and Susan Murphy


2005 by John Wiley & Sons, Inc
Adapted by permission of Jossey Bass
ISBN: 0-7879-7952-X

Reviewed by Jennifer Cuthbertson

Introduction
Today, few employees spend their entire career at one company. Some people move from company to company in
search of raises and promotions; while some move from project to project. Most people will switch careers at some point.
This means that there is no longer one clear pathway to success, much less a clearly defined career pathway. That is why
mentors are more important today than ever before, and why Power Mentoring, by Ellen Ensher and Susan Murphy is
such an important book. It contains advice and a how-to plan for those looking to be protgs or mentors and for those
who already are.
Business Book Review Vol. 23, No. 24 Copyright 2006 Business Book Review, LLC All Rights Reserved

Power Mentoring

PART I: WHAT IS POWER MENTORING?

Employment patterns have changed, and so have the


needs of employees. Mentoring relationships have changed
as well. Just as most of us do not stay with one employer,
most of us do not stay with just one mentor. According to
Ensher and Murphy, power mentoring is all about showing
you how to actively develop and improve your relationships
with others and, in doing so, gain all of the career outcomes
that you have always imagined.
The authors interviewed mentors and protgs to
learn more about the dynamics of the relationship. During
their research, they learned that most of the protgs did
not rely on just one mentor for support. Instead, they
networked with different mentors who support ed them in
different situations and at different points in their careers.
This network is what the authors term power mentoring.
The mentor-protg teams who were interviewed
are mainly from entertainment, technology, and politics,
because these industries have a high percentage of workers
who move from project-to-project, work in teams, and
identify with their profession or party more than with a
particular organization or corporation.
The modern work environment requires managers
who can work skillfully with diverse employees, who can
enable employees to balance work and personal lives, and
who can respond to customers changing needs. Technology
has changed the face of the workplace by blurring the
boundaries between work and home. Employees have more
demands on them, but they also have more choices.
Because employees can choose from a traditional
corporate career, consulting, temporary work, freelancing,
etc., they now must manage their own career. According to
research on mentoring, mentors furnish both emotional and
career support. They help clarify expectations, encourage
development, and provide opportunities for a protg to
learn and grow.
The relationship is not a one-way street. Mentors also
receive benefits. They are able to improve their skills of
coaching and providing feedback, and they get a greater
sense of personal fulfillment.
Some companies have formal mentoring programs, and
60 out of Fortune magazines top 100 best organizations
support formal mentoring. However, the authors research
shows that many company-sponsored mentoring programs
fail to deliver everything an employee needs, because

Ellen Ensher and Susan Murphy

Key Concepts
Power Mentoring relationships can benefit
both the protg and mentor and can take on
several forms:
Boss Mentor Supervisors, providing emotional
and career support.
Reverse Mentoring Senior executives, paired
with the next generation of leaders.
E-Mentoring Using computer-mediated
communications to mentor protgs throughout the
organization.
Group Mentoring Senior-level mentors provides
ongoing coaching to teams or groups of junior-level
employees.
Barrier-Busting Mentoring Relationships that
are formed across traditional barriers such as
corporate divisions or competitive.
Peer-Mentoring Between individuals of equal
status.
Situational-Mentoring Project-based or some
other context that is bound by time or task.
*

Information about the author and subject:


www.powermentoring.com
Information about this book and other business titles:
www.wiley.com
Related summaries in the BBR Library:
Managers as Mentors
By: Chip R. Bell
Secrets of an Executive Coach
By: Alan Downs

they are based on traditional mentoring relationships.


Traditional mentoring is limited because it is:
based on outdated career assumptions;
difficult to obtain because the demand for mentors
exceeds the supply; and
often part of formal mentoring programs that
are sometimes less successful than spontaneously
developed relationships.

Business Book Review Vol. 23, No. 24 Copyright 2006 Business Book Review, LLC All Rights Reserved

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Power Mentoring

On the other hand, power mentoring includes aspects


of traditional mentoring, but expands and departs in
certain aspects. The characteristics of power mentoring
include:
access to groups of mentors;
benefits for both protgs and mentors;
relationships between people who have
complimentary skills and needs;
protgs choosing their mentor rather than vice
versa;
succession planning, not just for a position, but for
a profession; and
mentors who are not necessarily from the same
company as the protg.

Ellen Ensher and Susan Murphy

But because he could not offer a female perspective on


the work-life balance issue, he encouraged her to look
beyond Cisco for other mentors. Archibeck reached out to
Debra Martucci, vice president of Information Systems at
Synopsys.
As this example illustrates, power mentoring
relationships may move beyond the boundaries of the
company. There are benefits to having internal and external
mentors. Internal mentors help protgs learn the ins and
outs of their company, while external mentors can provide
a different perspective and can help with broader career
issues.
Power mentoring relationships tend to be more diverse
and give protgs access to people in power positions who
can support them and give them more visibility. This is
critical in a business climate where many companies have
downsized and moved to flatter structures. This has tested
employee loyalty and led to less clear career paths.
Power mentoring can take on several forms. The first is

Traditional mentoring tends to be more linear, while


the authors describe power mentoring as an umbrella.
Under this umbrella are traditional mentors, electronic or ementors, reverse mentors, peer mentors and many others.
Power mentoring may not be An inspirational mentor is important in providing a protg with a
a traditional pairing of one mentor sense of identity, purpose, and vision.
and one protg. Larry Carter,
former Chief Financial Officer of Cisco, mentored Patty
that of a boss mentor. The authors describe a boss mentor
Archibeck, senior manager, Executive Communications.
as one who provides emotional and career support to the
subordinate-protg within the formal boundaries of the
relationship as well as the informal. The protgs success
About the Authors
tends to depend on the performance of the boss mentor, and
Ellen Ensher, PH.D is an associate professor of
the boss mentor must have trust in the protg. Many times
management at Loyola marymount University in
when the protg moves on, the mentoring relationship
Los Angeles, California. Dr. Ensher earned her
may evolve into a lasting friendship, or it could dissolve
masters degree in public administration at the
completely.
University of Southern California in 1990 and comAn example of this type of mentor relationship is
pleted her doctorate in organizational psychology
that of Linda Sanford, a senior executive at IBM. One of
at Claremont Graduate University in 1997. She has
her mentors was Lou Gerstner, former CEO of IBM. He
published 25 articles and book chapters.
encouraged her to stretch by working in salessomething
Susan Murphy, PH.D is an associate professor
she never saw herself doing and was reluctant to take on.
of psychology at Claremont McKenna College
She became the chief of IBMs sales force and helped move
and the associate director of the Henry R. Kravis
IBM from fifth to second in total storage market share in
Leadership Institute in Claremont, California.
the two years she held that position.
Dr. Murphy earned her Ph. D and M.S. from the
Sanford was an unlikely candidate for sales as she
University of Washington in organizational psyhad spent most of her career in product development, so
chology and organizational development and is
Gerstner tool a chance by encouraging her. But that risk
also an adjunct professor at Claremont Graduate
paid off for both the protg and the mentor.
University. She has published more than 25 articles
Another form of power mentoring is reverse mentoring.
and book chapters and edited two books.
Some companies, like IBM and GE, have formal reverse
Business Book Review Vol. 23, No. 24 Copyright 2006 Business Book Review, LLC All Rights Reserved

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Power Mentoring

Ellen Ensher and Susan Murphy

mentoring programs. Here, senior executives are paired


with the next generation of leaders. The senior executive
gains a fresh perspective and a way to communicate with
the junior executives, and the junior executive gets career
advice and rare access to senior management.
E-mentors are another form of power mentoring, which
involves using computer-mediated communication like
e-mail, instant messaging and live chats. Linda Sanford

Peer and step-ahead mentoring relationships have an


equalization of status that has the potential for more open
and honest dialogue and for more empathy. However, it is
possible that mentor and protg could find themselves
competing with one another on later career moves.
Another short term form of mentoring is a mentor-ofthe-moment or a situational mentor. This may be a projectbased mentor or some other context that is bound by time
or task. Protgs must be open to these
The key to a sustained network of power mentoring
opportunities in order to recognize
relationships is that those involved must feel the relationship
them and to benefit from them.
creates a win-win situation.

now mentors others at IBM, and her protgs are all over
the globe. This form of mentoring removes the time and
geographical constraints.
Employees often work in teams or groups and so can
mentoring. Group mentoring is another form of power
mentoring, and it involves a senior-level mentor who
provides ongoing coaching to small groups of junior-level
employees. Sometimes the number of protgs can exceed
that of mentors. It is also a way to foster camaraderie, and
can be a rich source of peer mentoring.
Mentoring is traditionally seen as an ongoing
relationship, but sometimes advice is needed for a specific
situation. The mentor-for-hire relationship might fit the bill
in this instance. It is a short term relationship geared toward
achieving a finite goal or goals. Often times, the mentor is
a consultant hired by the employee.
Inspirational mentors provide a model of excellence
for a protg and there may not even be a real relationship
between the two. For example, former California
Congressional Representative Ron Dellums credits Martin
Luther King with providing him clarity and a sense of
purpose for his career and public service.
Sometimes family-member mentors provide support.
This form of mentoring usually begins early in life and
provides an important and ongoing perspective. This form
of mentoring can be a disadvantage, because of family
issues and charges of nepotism.
Another form of mentoring is that of barrier-busting
mentors. These are mentor-protg relationships that are
formed across traditional barriers such as competitive or
political parties. This form carries the risk of social censure,
but it also a way to gain perspective and empathy.

PART II: WHATS IN A POWER MENTORING


RELATIONSHIP FOR YOU?

The authors believe that being a mentor is not a


completely altruistic act. In their research, they found an
emphasis on the idea of reciprocity or mutual benefits.
Mentors and protgs may exchange very different but
equally valuable things. As an example, consider reverse
mentoring. The junior employee might exchange technical
knowledge for the senior employees political savvy about
organizational issues.
Specifically, power protgs can gain the following
benefits during their career from having a mentor.
more compensation;
greater job and career satisfaction;
more promotions;
greater job mobility; and
better work-family balance.
Mentors tend to gain things that are both career-focused
and self-focused. On the career side, they are able to pass
on information, build a competent workforce, help others
succeed and benefit their organization. On the self-focused
side, their gains include.
freeing up time by having protgs take on
projects;
acquiring new knowledge and insights;
gaining a sense of pride;
building support network; and
enjoying the loyalty of their protg.
An example of a mutually beneficial relationship is
that of Bob Wright who was named president and chief
executive of NBC in 1996, chair and chief executive in

Business Book Review Vol. 23, No. 24 Copyright 2006 Business Book Review, LLC All Rights Reserved

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Power Mentoring

Ellen Ensher and Susan Murphy

2001, and became chair and chief executive officer of NBC


that addresses issues like career strategies. It is often a less
Universal in 2004. He has mentored many people. Pamela
comprehensive approach and more subject-specific.
Thomas-Graham, chair of CNBC, is one. Wright felt that
he gained satisfaction while watching Thomas-Graham
PART III: HOW DOES A MENTOR-PROTG
develop, and he gained insight into her demographic group.
RELATIONSHIP WORK?
Thomas-Graham was able to find younger reporters from
Why do protgs choose mentors? What attracts a
diverse backgrounds and promote them into anchor roles.
mentor to a certain protg? Recent research shows that
Organizations also benefit from providing an
deeper levels of similarity in terms of values, attitudes,
environment where mentoring flourishes. They usually
and goals are more important in attracting a protg to a
recruit more talented employees
Tests and challenges are important for both mentors and protgs
because of their reputation for
to know about, because they help protgs gain an idea of what
developing them. Employees are
power mentors want.
usually happier and, therefore,
there is greater organizational
mentor than demographic similarity.
productivity.
Many times mentors and protgs share complimentary
Mentors tend to have one of four philosophies about
skills and perspectives. Sometimes a protg chooses a
mentoring:
mentor or a mentor chooses a protg, because they see a
1. A corporate citizen is one who views mentoring
compelling characteristic or skill. A mentor may see that
as a way to ensure that the corporations next generation
a protg has a demonstrated potential and a willingness
of leadership is ready to lead the organization. In this
to learn.
philosophy or model, the mentoring relationship is more
The authors compiled a list of the ten characteristics
likely to be initiated by the mentor. In the power mentoring
that make up the perfect protg. They are
version of this model, many of these relationships will
1) intelligence;
transition into lasting relationships that hold up even if one
2) ambition;
party leaves the corporation.
3) willingness to take risks;
2. A pragmatic mentor is one who focuses on what
4) initiative;
they do for their protgs as a transactionan exchange
5) energy;
for benefits. They recognize the reciprocal benefits to
6) trustworthiness;
mentoring, and that is one reason they act as mentors. Some
7) integrity;
mentors find that this is a great way to preserve their own
8) high emotional intelligence;
legacy and to groom their successor.
9) optimism; and
3. A global citizen is one who sees mentoring as a
10) complimentary skills.
duty to society not just to their organization. They seek
to provide broad life lessons and the big picture to their
As mentioned earlier, power mentors often test and
protgs. They do not just concentrate on what needs to
challenge their protgs. Several of the mentors the authors
be done to get ahead at a job. They have a passion for their
interviewed felt uncomfortable initially when testing their
craft as it relates to larger societal issues, and this may
mentor, but came to see it as integral to the early stages
make them a more demanding mentor. This model is often
of the relationship. In some cases, these challenges were
beneficial for young protgs new to their career.
litmus tests to evaluate requests for their attention.
4. The master mentor who has a mission, such as
Protgs need to have some basic strategies they use
getting more women involved in a certain profession, and
for meeting the tests and challenges designed to weed out
who is intensely involved in mentoring. These mentors tend
candidates. Among those are
to understand their protgs as individuals and have more
Have a plan for communicating to the potential
of a career coaching and mentoring relationship with them
mentor a goal and plan of action for your future

Business Book Review Vol. 23, No. 24 Copyright 2006 Business Book Review, LLC All Rights Reserved

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Power Mentoring

Ellen Ensher and Susan Murphy

career. Protgs should think about what they want


to do and what their ultimate goal is.
Know how the relationship will benefit the mentor
and bring something to exchange with them.
When considering entering into a mentoring
relationship, mentors will often think about if they
can actually help the protg and will want to know
how the relationship benefits them.
Make a good first impression. Maintain good eye
contact. Have attentive body language and speak
clearly and concisely.
Communicate positively and with passion. Be clear
about what you want from the relationship.

relationships were either protg initiated or mutually


initiated.

Both protg and mentor must be comfortable with each


other and feel they can trust the other. Trust is a critical
part of the mentoring relationship, as mentors and protgs
will share secrets, ambitions, and advice. The trust must
be mutual. For the power mentors and protgs featured in
this book, trust came from a foundation of shared values

and similar perspectives. Sometimes the shared values


and perspectives were rooted in the mentors and protgs
business outlook.

Kay Koplovitz became the first woman founder


and president of a network television stationthe USA
network. Bob Rosencrans, who is with Columbia partners
Likewise, a mentor needs to know what questions to
and on the board of firms such as C-SPAN, is a mentor
ask of a protg. Does the protg have a goal? Will this be
to Koplovitz. She worked with Rosencrans at the cable
a win-win relationship? What are my first impressions of
company UA Columbia, and the two shared similar ideas
the protg? Is this protg a winner or a whiner?
of what could be done with the then new medium of sports
Sometimes the tests and challenges that a protg face
cable broadcasting. They also shared values around their
deepen the mentoring relationship. Congresswoman Hilda
attitudes about negotiation and business deals.
Solis, a democrat from California, receives many requests
Koplovitz says that she learned the most from
Many actively seek out important relationships to further their Rosencrans by observing the way
he saw business and treated people in
careers to find good advice and support for their next career
business relationships. She also learned
decision.
that she shared his philosophy that in a
for mentoring and assistance. She posed a challenge to
negotiation, both parties must gain something, so he would
would-be protg Sharon Martinez, now Council Member
always leave a little bit on the table for the other guy.
for the City of Monterey. At that time Martinez was running
Trust is also important to the mentoring relationship,
for the council position, and Solis asked her for her budget.
because part of the relationship is giving and receiving
She told Martinez to come back when she had raised $10,000
difficult feedback. Mentors are not the only ones who will
for her campaign.
give important and sometimes difficult feedback. Because
Once a protg passes an initial test, the next test might
of a protgs perspective, their insight is often valuable to
be more substantial and have more risk for both mentor and
a mentor.
protg. The mentor may give the protg a work challenge,
How do you begin to locate someone who shares
such as a project. Successfully meeting challenges like this
your business philosophy and values, and who can help
can cause the mentor-protg relationship to deepen. But, a
you advance your career? Finding a mentor is not that
protg does not have to meet a challenge in order for this
mysterious or difficult of a task. In a way, the process
to happen. Listening to and acting on a mentors advice is
is similar to a job hunt. Read industry-specific lists and
often enough to cause the relationship to deepen.
journals to identify the top people in a field. Then do
From a protgs perspective, finding an appropriate
background research on some of the people. Ensher and
mentor is the most important step in the process. Protgs
Murphy suggest using the six degrees of separation
need to know what they want out of the relationship.
method to see if protg and mentor have any mutual
Determining this will make it easier to narrow the search.
acquaintances. The idea of the six degrees of separation is
In the authors research, the majority of the mentoring
that everyone we want to meet is only six people away from
us, and it is just a matter of networking to reach them.
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Power Mentoring

Places to look for mentors or connections to potential


mentors include:
within your own family;
at workbosses, co-workers, etc.;
during organizational initiatives;
in virtual communities; and
even at your competitors place of business.

Ellen Ensher and Susan Murphy

accomplished? How will your mentor have benefited from


the relationship?
During this phase of the RDP, protgs and mentors
need to consider their philosophies about mentoring and
determine where they fit in to the four philosophies of
mentoring mentioned earlier the corporate citizen
mentor, the pragmatic mentor, the Global-citizen mentor,
and the master mentor. Both mentor and protg need to
know which type of relationship, they are most comfortable
with.

Through their research and interviews, the authors


found that once a relationship is formed, intimacy and
commitment become key elements of Goals play an important role in the success of mentoring
the relationship. Protgs and mentors relationships, but one key to attaining goals is the process of
must be willing to be open and honest, self-management.
must trust each other, and must have an
In the getting involved: know how to get what you want
interdependent relationship. The factors that lead to this type
phase, it is important to complete an honest self-assessment
of relationship are frequent interaction, efforts to increase
to understand the types of benefits that you bring to the
closeness, and defining moments in the relationship.
relationship. This is also where a protg spends time
The authors provide some tips for deepening the
thinking about and identifying where to find a mentor.
mentoring relationship:
Protgs must make a good impression on potential
develop a deep understanding of each others work
mentors. To do this, the protg must have a plan for
environment and issues;
approaching the mentor. The protg might ask for career
develop a mutual admiration society;
advice, but he or she must make it apparent that they have
treat each other as confidantes;
something to offer the mentor and must make it clear what
be open to ideas;
he or she wants from the mentor.
help each other focus on solvable problems;
The authors suggest that protgs looking for mentors
develop a mutually meaningful relationship; and
not only complete a self-assessment, but that they ask
know when to bring others into the relationship.
others to assess them as well. They have designed a benefit
interview that contains three questions:
Just as you would have a plan for finding a new job,
1) What strengths do you think I bring to my
you should create a plan for entering into a mentoring
work?
relationship. Ensher and Murphy call it a Relationship
2) How might a mentor help my career?
Development Plan (RDP). The plan is a combination of
3) What benefits might I offer a mentor?
advice and of interactive exercises designed to make a
protg think about what they want from the mentoring
relationship. There are three phases of the RDP 1) Getting
started: know what you want; 2) Getting involved: know
how to get what you need; and 3) Getting close: know how
to build and deepen the relationship.
In the getting started: knowing what you want phase,
the first step is to visualize what you want from the
relationship. There are some questions that will help with
this step. What type of industry or organization does your
ideal mentor work for? What might a typical conversation
be like? At the end of the relationship, what will you have

This inventorying process is not only for would-be


protgs, but with a few modifications, it can also for those
who are serious about mentoring.
After the mentoring relationship is established,
the getting close: know how to build and deepen the
relationship phase begins. This phase is where a protg
and a mentor must actively assess their relationship and
determine how to improve it in order for both to accomplish
their career goals.
Research suggests that mentors provide protgs career
assistance, emotional assistance, and role modeling. These

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Power Mentoring

are also the relationship characteristics that most impact a


protgs satisfaction with the relationship. One method for
assessing a protgs satisfaction with a current mentoring
relationship is simple self-reflections. There are some simple
statements centered on career, emotion, and role modeling
that a protg can think about. They include:
Career
My mentor takes a personal interest in my career.
My mentor gives me coaching about my job.
My mentor shares valuable information with me.
Emotion
I share personal problems with my mentor.
I exchange confidences with my mentor.
I often share a meal with my mentor.
Role Modeling
I imitate the work behavior of my mentor.
I admire my mentors ability to motivate others.
I respect my mentors ability to teach others.
Another assessment that both mentor and protg
need to engage in periodically has to do with trust. This is
where those tests and challenges that Ensher and Murphy
discussed earlier come into play. A mentor might give a
protg something to read and review, ask him or her to
research something, or give a job-specific test. This will help
determine a protgs ability to live up to expectations.
A mentor might also need to decide if a protg is going
to be beneficial to his or her own career. Protgs might be
asked to give a professional presentation or to otherwise
act in the mentors behalf. When the protg passes, the
confidence of both mentor and protg will increase and
so will the level of trust.
The activities in the RDP are designed to help both
mentor and protg enter into and maintain a mutually
fulfilling relationship and beneficial relationship. The
various parts of the RDP can be used both at the beginning
of a relationship, as well as after it has formed.
The authors research provides insight into how to make
a formal mentoring program more successful. Some of the
lessons that a corporation can take are
Experiment with different forms of mentoring.
Encourage mentoring and coaching.
Utilize both formal and informal mentoring
programs.

Ellen Ensher and Susan Murphy

Regard mentoring as an important way to develop


executive talent.
Develop a philosophy for a formal mentoring
program.
Emphasize a complimentary skills approach.
Make development of trust a foundation of the
program.
To ensure the success of a formal mentoring program,
it is important to have top management support, voluntary
participation, proper prescreening, proper pairing,
enhanced training and support, and proper feedback and
program evaluation.
*
*
*
A chapter-by-chapter summary and a bibliography
are provided.

Remarks
Power Mentoring by Ellen Ensher and Susan Murphy
is the perfect book for a potential protg or mentor, as
well as for any company that is contemplating a mentoring
program. It is also the ideal book for anyone who is currently
in a mentoring relationship. It provides great advice on how
to take the relationship further, and how to personally gain
from it.
The book redefines mentoring and provides valuable
comparisons and insights into how mentoring differs
from power mentoring. The illustrations from the authors
interviews help to make the explanations come to life. Some
readers may be frustrated by the fact that these mentors and
protgs featured are movie directors, politicians and heads
of industry, and their positions seem out of reach. But, that
should not stop anyone from reading the book. The mentors
and protgs profiled have the most dramatic examples of
power mentoring and how it works, but they are lessons
that can be applied by anyone in any profession.
The authors provide specific advice and information
from questions that mentors and protgs should ask of each
other and of themselves to the tests and challenges they may
both face. Plus, the step by step Relationship Development

Business Book Review Vol. 23, No. 24 Copyright 2006 Business Book Review, LLC All Rights Reserved

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Power Mentoring

Ellen Ensher and Susan Murphy

Plan makes it easy for anyone to get started with a power


mentoring relationship.

Reading Suggestions
Reading Time 12-15 hours, 339 Pages in Book
Readers should not be put off by the size of the book.
The information contained is valuable, and the first 273
pages are the heart of the book. Because of the depth of
the information contained in each chapter, it is best to read
a chapter or two at a time, and then to take some time to
reflect on the information. There are exercises for both
mentors and protgs to complete. These are probably best
done during a second reading of the book. It would be very
easy to get caught up completing an exercise and miss the
information on how to apply the lessons learned.
Use the final chapters of the book as a how-to manual.
Photocopy the exercises and quizzes, so that they can be
used more than once. These are great exercises for both
mentor and protg to engage in together and to discuss.

CONTENTS
Chapter 1: Introduction to Peer Mentoring
Chapter 2: The Many Faces of Power Mentoring
Chapter 3: Mentoring as a Two-Way Street
Chapter 4: The Mind of the Mentor
Chapter 5: The Protgs Perspective
Chapter 6: Unlocking the Secrets of Great Power
Mentoring Relationships
Chapter 7: Power Mentoring and You
Chapter 8: Conclusion: What We Have Learned About
Mentoring in Todays Work Environment

Business Book Review Vol. 23, No. 24 Copyright 2006 Business Book Review, LLC All Rights Reserved

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Power Mentoring

Ellen Ensher and Susan Murphy

A Note to Our Readers


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