Getting the most from your first mentorship meeting

The first mentorship meeting is incredibly important in establishing expectations. Most mentorship relationships are rewarding and unproblematic- but in cases where they go wrong, it is most often a case of expectations not being clear.

Before the first meeting, think about the way that you want to work. Consider the following, and then discuss with your apprentice. These are easy things to discuss, and you may well be prepared to compromise- but if these issues matter to you, then communicate clearly with your apprentice.

What do you want, and what are you prepared to give? While this applies in part to your time, it is also your personal capacity to commit to the mentorship relationship. Before your first meeting, think about what you want from the relationship. Try to make the relationship work in a way that supports this goal. In your first meeting, start by asking the apprentice what they want from the relationship and discuss to what extent you can support this. Obviously, you have a professional commitment to support their development, but evidence suggests that informal conversations are a huge part of professional development.
The best way to get in touch. Will you give your personal number, or should they use work email? If you have one, make your preference clear.
When you are available, and when you are not. This tends to cause the most friction, and many relationships go astray when the well-meaning ‘You can contact me anytime!’ is taken too literally.
Responsibility for organising meetings. Normally, the apprentice is expected to drive the relationship, and it is worth highlighting this or considering supporting the organisation of the relationship with someone who needs it. Suggestion: put a rolling meeting in your calendar. If both parties agree that this is better organised on an ad hoc basis, then it is best that every meeting concludes with the next meeting being agreed.
Where and how often are you prepared to meet? This is sometimes set out by the organisation and worth checking before you commit to the mentor relationship.
Keeping records. It is good practice to take notes at the meetings for your own records, but you should expect the apprentice to keep their own records. If both parties are keeping records, how often and how will these be shared?
Establishing who decides what the apprentice does. Very often this is dictated by the apprentice’s role and what the provider has tasked the apprentice with doing. Make it clear to the apprentice that you are supporting their development, but that they should also be prepared to suggest areas for progression. The degree of responsibility that the apprentice can take on for identifying areas for development depends on a variety of factors, of course, and a newbie simply doesn’t know what they don’t know. However, as they progress for through the apprenticeship, they will take increasing responsibility within the relationship. Make this clear from the outset.
Tell them your own strengths. In highlighting your strengths, you are letting them know where they can get the most support from you in relation to their development. It also underlines that you will be signposting them to others in the organization, so that they can get expert input from others.
What would happen in cases of missed meetings or agreed actions not being carried out? If you have not already done so, find out what to do if your apprentice is not doing what they need to do. You can highlight this in the first meeting- not to be overly pedantic, but as a means to share expectations. Again, most often the relationship will be positive and proactive. It is much better, however, to have agreed processes than to have one party surpised when something has been progressed.
Initial Needs Assessment. If your organisation has not shared this document with you, find out where it is. Discuss it with your apprentice, and ask if you can have a copy.