By Carol Haig, CPT, and Roger Addison, CPT, EdD

Happy New Year! 2012 brings us both ISPI’s 50th anniversary and TrendSpotters 10th year, making things festive here at TrendSpotters Central. To celebrate these propitious events, each month TrendSpotters 2012 will revisit established performance improvement models and tools practitioners have relied upon and employed in their work over the years. The originators will share the geneses and evolution of their models and tools, showing readers how they have kept pace with changing needs in the workplace.

Our inaugural guest is Margo Murray, CPT, MBA. Margo,, is President & Chief Operating Officer of MMHA The Managers’ Mentors, Inc., an international consulting firm specializing in performance improvement through facilitated mentoring design, implementation, and evaluation, strategic planning, and measured improved results. Margo is a past president of ISPI and long-term leader in the performance improvement field. She contributes her well-known Facilitated Mentoring Model© to the TrendSpotters Open Toolkit (TOT) and brings us up-to-date on how it is currently being used.

Genesis of the Facilitated Mentoring Model©
The Facilitated Mentoring Model© grew out of Margo’s experiences as a participant in accelerated promotion programs in the U.S. Federal Government and the Pacific Telephone company. The rigidity of those programs in the early 1970s encouraged Margo to conceive of a more flexible approach to mentoring–one that was operational rather than sequential. The result was her early Facilitated Mentoring Model that many of us have used successfully. With its eight-year run at Federal Express, this model demonstrated value for promotion and succession planning and established that mentors have as much to gain from the relationship as do protégés–a radical notion at the time. Since then, Margo and her partners have helped numerous organizations around the world improve their results with mentoring programs that use the Facilitated Mentoring Model©.

The Facilitated Mentoring Model© Today
The model has kept pace with changing needs in the workplace and with the increasingly horizontal lines of communication across functions in organizations. A major evolution in mentoring practices has occurred in the selection of protégés and in the expectations leadership has for mentoring. Margo’s experiences with the Facilitated Mentoring Model© are supported with research. For example, organizations can realize significant performance improvement from targeting mid-range performers. They can make tremendous gains in results when successfully coached and given feedback to improve, whereas the traditional high-performer protégé will improve, but to a lesser extent.

The Facilitated Mentoring Model© is an effective tool for:
• Cross-skilling to incorporate new technologies or processes, and for cross-pollination during mergers and acquisitions
• Managing intellectual capital by capturing the skills and knowledge of retiring workers through the mentoring relationship–a forward-thinking approach to the mass exodus of Baby Boomers that has recently begun in the workplace
• A strategy for leveraging scarce resources in the developing world, particularly in non-profits, where the protégé and the mentor may be in different organizations and different fields, but come together to build skills and knowledge for leadership in coping with major problems of survival

How to Use the Facilitated Mentoring Model©
The model is built to further the vision, mission, goals, needs, and opportunities of the organization. It requires a business case for establishing a mentor/protégé relationship that shows how both parties, and the sponsoring organization, will benefit. The model illustrates who is responsible for what, and where communication takes place. The components are:
• The Implementation Team, consisting of stakeholders who build the business case for mentoring, determine who will participate, how the relationship(s) will function, and how the results will be evaluated
• The Mentors and Protégés who agree to work together, contract with each other, make plans, establish their relationship, and determine when it will conclude
• The Manager or Team Leader who works with the Implementation Team during the selection process, and with the Protégé to support growth and development

Note the communication lines in the model. The solid lines and arrows show the considerable communication required for the mentoring relationship to be effective. The roles and responsibilities of the Manager and the Mentor are shown by the dotted lines in the model. Each communicates directly with the Protégé.

Success Story
In 1999, Margo and her team partnered with a public health organization to work toward three of the Millennium Goals:
• Reduce Child Mortality
• Improve Maternal Health
• Combat HIV/AIDS, Malaria, & Other Diseases

The team’s vision: participating countries have the highest possible levels of sexual and reproductive health. Their goal: A core of leaders with the commitment, vision, skills, and knowledge will have vastly expanded family planning/reproductive health choices and services at community, regional, and national levels in participating countries.

Margo was asked to design the leadership development process and to include the Facilitated Mentoring Model© to leverage the impact of their work. The project developed critically needed leadership in the reproductive health arena. Work in seven African and Asian countries and five in Latin America, continues as leaders obtain local funding. Click here to read full article: Mega-planning in Population.

Results from two of the participating countries for the seven-year period, Ethiopia and Nigeria, show progress toward the Millennium Goals with significant:
• Decreases in the fertility rate
• Decreases in maternal mortality
• Increases in contraceptive use
In addition, Nigeria added an amazing 3,000 service points where young people can go for reproductive health information and services.

Advice to Users
Margo advises that an assessment of your organization’s climate, culture, and general readiness is critical to a successful mentoring program. Identifying the need and developing a business case for addressing it is the very necessary first step. When you have determined implementing the Facilitated Mentoring Model© will produce the desired results, create your evaluation plan so you can build in measurements to justify and sustain it, and continuously improve the process.

Links to the Performance Technology Landscape
The Facilitated Mentoring Model© includes these principles of Performance Technology:

R   Focus on Results—The model is a driver for results based on the goals of the organization
S   Take a System View—Align the mentoring process with other HR sub-systems and professional development initiatives to ensure success
V   Add Value—Skill transfer works both ways–between Mentor and Protégé—in this low-cost initiative that is 100% relevant to participants’ needs
P   Establish Partnerships—Align with all stakeholders within and external to the organization, the community, and society

Application Exercise
To get started with the Facilitated Mentoring Model©, access the Evaluation Plan Worksheet to help you design your mentoring process for success. And do refer to Margo’s book, Beyond the Myths and Magic of Mentoring, for more information.

ISPI in Five Years?
In this 50th Anniversary year, Margo tells us her vision for ISPI in five years circles back to the Society as it was when she first joined in the early 1960s:
• The go-to professional association for practitioners who are researching and plying their craft
• An organization with strong leadership at the Board and Staff levels committed to growing ISPI to fulfill its mission, promoting its values, and reaching its goals
• A Society able to articulate, through leadership, staff, and members what performance improvement practitioners do to help client organizations produce desired results

Find all the models and tools featured in TrendSpotters at

Contact Carol Haig at or at
Contact Roger Addison at