The document outlines Andre Harrell's leadership mentoring strategy and process. It involves: 1) Identifying 3-4 competencies the mentee wants to improve on with milestones. 2) Using a SWOT analysis to evaluate the mentee's strengths, weaknesses, opportunities, and threats. 3) Creating an action plan with responsibilities, timelines, and resources to address weaknesses and threats. The goal is to develop the mentee's leadership skills through real-world application to help them advance their career. Regular meetings are used to track progress, celebrate victories, and learn lessons.

1. 1 ON 1
“LEADERSHIP
MENTORING”
“MENTORING THROUGH LEADERSHIP”
EXCELLENCE PLAN
BY ANDRE’ HARRELL

2. AH2
MANAGEMENT
THIS SLIDE PRESENTATION IS FOR
ILLUSTRATION PURPOSES ONLY AND TO
OUTLINE HOW AH2 MANAGEMENT CAN
HELP YOU DEVELOP AS AN EFFECTIVE
LEADER IN A GLOBALLY DYNAMIC
MARKETPLACE.

3. THE MENTORING
PROCESS
• FIRST, IT'S GETTING AGREEMENT ON AT
LEAST 3 TO 4 COMPETENCIES THE "MENTEE"
WISHES TO IMPROVE.
• THESE 3 OR 4 COMPETENCIES WILL HAVE
MILESTONES AND DISCUSSED DURING EACH
MENTORING SESSION.
• BOTH (MENTOR & MENTEE) MUST HOLD
THEMSELVES ACCOUNTABLE TO ENSURING
EACH MILESTONE IS SCHEDULED AND
EXECUTED.
• WE’LL CELEBRATE THE SMALL VICTORIES
LEADING UP TO EACH MILESTONE.
• MAKE SURE EVERY MENTORING MEETING IS
FUN AND THAT THERE IS A "LESSON'S
LEARNED" AFTER EACH INTERACTION.

4. LEADERSHIP
MENTORING
OBJECTIVES
• DEVELOP AS A LEADER THROUGH REAL
WORLD APPLICATION. MASTER PROBLEM
SOLVING THAT CREATES VALUE FOR
OTHERS.
• LEARNING TO LEAD THROUGH
OTHERS…VERSUS OVER THEM
• LEADING CHANGE AND IMPLEMENTING
NIMBLE LEADERSHIP. LEADING WITH SELF-
ACCOUNTABILITY.
• BECOMING A “CHAMELEON LEADER”

5. LEADERSHIP MENTORSHIP
STRATEGY

6. LEADERSHIP
MENTORING
STRATEGY
WHAT IS THE SHORTEST
PATH FROM “BASELINE”
TO “SUCCESS”?
MEASURE
THE PROCESS
SUCCESS
THE GOAL OF MENTORING IS TO GAIN BETTER RESULTS FASTER.
THE QUESTION IS, HOW DO WE SHORTEN THE DISTANCE AND
TIME IT TAKES TO TRAVEL FROM WHERE WE ARE CURRENTLY TO
WHERE WE WANT TO BE?

7. WHAT WILL
SUCCESS LOOK
LIKE?
WHERE ARE YOU
RIGHT NOW, AS COMPARED
TO THE GOAL?
WHAT IS THE GOAL?
WHAT DOES SUCCESS LOOK LIKE?
SHARED GOAL, FROM THE MGR'S
POINT OF VIEW)
“THE PROCESS”
MEASURE
THE
PROCESS
SUCCESS

8. 2 STEPS 100%
MEASURE
THE
PROCESS
SUCCESS
20%
80%
“MENTORING IS AN ITERATIVE PROCESS, AND THEREFORE A LINEAR APPROACH DOES NOT ACCURATELY
REFLECT THE MENTORING CONVERSATION”.
(TOO OFTEN TIME IS SPENT IN THE CURRENT SITUATION AND NOT MUCH PROGRESS IS MADE IN SKILL DEVELOPMENT)
STEP #1: 20% CLARIFY THE GOAL AND WHERE THE LEADER IS CURRENTLY IN RELATION TO THE GOAL,
STEP #2: 80% OF YOUR TIME ON THE GOAL/SUCCESS AND HOW YOU ARE GOING TO GET THERE.

9. ”REAL WORLD”
MENTORING

10. “REAL WORLD” MENTORING
• MENTOR HAS DECIDED WHAT NEEDS TO BE
“FIXED."
• BEGINS TO ASK QUESTIONS TO GET THE MENTEE
TO SEE IT.
• WHATEVER IS SAID, THE MENTOR MAY ADD THEIR
“TWO CENTS
• “PROBLEM” IS “AGREED” UPON; MENTOR
ASKS/TELLS HOW TO SOLVE IT.
• SOLUTION IS BASED ON A STANDARDIZED
PROCESS.
• ONCE “FIXED," MENTOR LOOKS FOR ANOTHER
PROBLEM TO “FIX."
CAUSE 20% SUCCESS 80%
NOTE: IF THE MENTOR PROVIDES
ALL THE ANSWERS, THE PROCESS
FAILS AND IS MUCH MORE
DIFFICULT TO ACHIEVE AN 80%
SUCCESS RATE.

11. LEADERSHIP
MANAGEMENT
DEVELOPMENT
PROCESS
NOTE: THE LEADERSHIP MANAGEMENT
DEVELOPMENT PROCESS WILL BE REVIEWED
BY BOTH THE MENTOR AND MENTEE. THIS
PROCESS IS DESIGNED TO PREPARE MENTEE
FOR INCREASED LEADERSHIP
OPPORTUNITIES.
COACHES &
DEVELOPS PEOPLE COLLABORATES
ACROSS BOUNDARIES
DRIVES
PERFORMANCE
FOSTERS
INNOVATION AND
CONTINUOUS
IMPROVEMENT
INSPIRES AND
MOTIVATES
LIVES THE VALUES
MANAGES BUSINESS
COMPLEXITY
SETS STRATEGY AND
DIRECTION
THE LMDP DEVELOPMENT OF THE MENTEE’S JOB COMPETENCIES BELOW.

12. RESULTS
“THE PLAN”
AFTER HAVING CLARIFIED WHAT SUCCESS LOOKS LIKE, UNDERSTANDING THE
SITUATION, AND UNCOVERING THE SOURCE OF THE LEADERSHIP CHALLENGE, WE
ARE READY TO PUT TOGETHER A SOLUTION FOR LASTING LEADERSHIP ACUMEN.
RESULTS: MENTORING RESULTS & OPTIONS (BRAINSTORM)
TEST: TEST THE SOLUTIONS
PLAN: PLAN THE STEPS & FOLLOW-UP

13. SWOT ANALYSIS
MENTORING PROCESS

14. SWOT Analysis
Mentor-ship Process
This business tool is the property of AH2 & Beyond Management. Distribution or
reproduction is prohibited unless authorized in writing.
By: Andre' D. Harrell
www.ah2andbeyond.com
267-221-8529

15. SWOT ANALYSIS – Mentor-ship Process
Purpose
To give a structured approach to the ongoing review of critical issues with the mentee. To
provide a simple but effective tool to identify essential actions, plan resources and follow
up to ensure successful leadership implementation.
Procedure
The SWOT Analysis has three forms:
1. SWOT Listing
2. SWOT Action Plan
3. Action Plan Listing
SWOT Listing
Use this form in a workshop/brainstorming session to identify and list all critical issues that should
be dealt with by the company. It is a “snap shot” of the company’s current reality. Note:
See “Strength and Weakness Features” on page 6 to assist in identifying issues.
• Strengths – these are the things the mentee does well.
• Weaknesses – these are the things a mentee needs to improve.
• Opportunities – these are external factors that could be an advantage if acted upon.
• Threats - these are external factors that could cause harm.
SWOT Action Plan
Use this form to list each action item listed in the SWOT Listing. If there is more than one
action for a SWOT Listing, there should be an Action Plan for each of the actions. Once the action
plan as been identified, the resources necessary to carry out the action must be planned. The
status of each action must be reviewed and updated frequently - at bi-weekly mentor meetings or
other conveniently scheduled timing. Mentor will be responsible to track all action plans and keep
the form updated for mentorship review.
Page 2 of 6

16. Below is an example Outline/Structure of mentor-ship process
Page 3 of 6
1) Organizational Awareness
2) Politics Process
3) Communication
a) Input
b) Allies
4) Building Consensus
a) Collaboration
b) Leadership
5) Personal Development
a) Skill Building (Competencies)
b Conflict Management
c) Self Leadership
6) Professional Development
a) Succession Planning
b) Career Development Plan
c) Internal Networking
Again, all steps in the protocol have milestones placed strategically to keep the mentoring
partnership motivated and importantly inspiring.

17. SWOT ANALYSIS – Mentor-ship Process
Mentee
Name SWOT
Listing
MM/DD/YR
Strengths Weaknesses
1. _______________________________ 1. _______________________________
2. _______________________________ 2. _______________________________
3. _______________________________ 3. _______________________________
4. _______________________________ 4. _______________________________
5. _______________________________ 5. _______________________________
Opportunities Threats
1. _______________________________ 1. _______________________________
2. _______________________________ 2. _______________________________
3. _______________________________ 3. _______________________________
4. _______________________________ 4. _______________________________
5. _______________________________ 5. _______________________________
Page 4 of 6

18. SWOT ANALYSIS – Mentor-ship Process
Mentee Name
SWOT Action Plan
MM/DD/YR
No. From
SWOT SWOT Item Description
Listing
Action Plan
Action
Responsibility
Start
Completion
Resource Planning
Resources Required
Financial
Personnel
Other
Resources Available
Financial
Personnel
Other
Resources Shortfall
Financial
Personnel
Other
Actions Required to Obtain Required Resources
1
2
3
Page 5 of 6

19. SWOT ANALYSIS – WORKSHOP KIT
Strengths and Weakness Features:
Products
Product Quality/Value
Product Line Breadth/
Depth Brand Name
Recognition
Advertising/Promotion
Product Leadership
Production/Operations Cost
Production
Locations
Facilities
Proprietary Processes/Systems
Quality Control/Management
Capacity
Flexibility
Vertical Integration
Distribution
Relationships
Control/Ownership Level
Marketing/Customers
Positioning
Customer Coverage/Diversity
Segment Coverage/Diversity
Geographic
Coverage/Diversity
End User Loyalty
Relationship Strength
Number of Clients
Finance
Profitability
Investment Yields
Cash Flow Equity
Gross Revenues
Revenue Growth
Supplier Credit Levels
Customer Credit Terms
Technology
Innovation Level
Research and Development
Access to Outside Resources
Organization
Size
Unity of Purpose
Culture
Decision-making process
Management Depth
Leadership
Human Resource Capability
Structure Policies/Systems
Page 6 of 6

20. HOPEFULLY, THAT PROVIDES YOU
AN UNDERSTANDING OF MY
MENTORSHIP STRATEGY PLAN
WHICH HAS BEEN HIGHLY
SUCCESSFUL FOR SEVERAL MENTEES
CURRENTLY LEADING IN FORTUNE
500 COMPANIES. YOU CAN DM FOR
MORE DETAILS
THANK YOU!