Mentoring Guide

Mentoring Guide

Introduction to UnLtd

Thank you for your interest in UnLtd Connect. This guide is intended to provide some helpful suggestions on how to make the most of your experience of supporting a social entrepreneur. The term 'mentor' is used throughout as a term that is familiar to many, and the same principles of mentoring can be applied to other more informal support relationships as touched upon in this guide.

About UnLtd

UnLtd's mission is to reach out and unleash the energies of people who can transform the world in which they live. We call these people social entrepreneurs. We believe that individuals have the potential to make positive change in the world around them. We are a unique and dynamic organisation, helping people create change at grass-roots level, where it really makes a difference. We are the world's largest network of its kind, supporting around 1,000 social entrepreneurs each year.

unltd.org.uk

About UnLtd Award Winners (social entrepreneurs)

UnLtd Award Winners come from across the UK with diverse backgrounds and cultures; what they have in common is a desire to change the world in which they live. That doesn't mean they necessarily develop complex, global solutions to large-scale issues; often, social entrepreneurs simply take a problem in their own community and make a commitment to tackle it. This may lead to something bigger, or it may not; what makes a true social entrepreneur is that they have the will to make a difference, the vision to know how to go about it and the determination to make that vision happen.

About UnLtd Connect

UnLtd Connect is a service designed to help social entrepreneurs realise their potential. We provide connections to mentors, experts and practitioners, including other social entrepreneurs, as well as access to a range of valuable tailored and self-managed resources. Our purpose is to foster relationships between social entrepreneurs, professionals and peers to improve and inspire positive social impact.

UnLtd Connect incorporates the design and delivery of employee engagement programmes for major companies and organisations, and is a key element of the unique support package UnLtd offers social entrepreneurs. Some believe that this non-financial support is equally if not more valuable than funding.

Why mentoring?

Having a mentor can be one of the most powerful developmental relationships a person can experience. Four out of five chief executives say that having a mentor was one of the keys to their success. Yet a mentor doesn't have to be an aspiring executive to benefit from mentoring. A great number of people from all walks of life and at all stages of their professional development are able to point to deep, personalised mutual learning they have obtained from a relationship with someone who has taken a direct interest in them.

Powerful, often transformational mentoring relationships have helped many of the social entrepreneurs funded by UnLtd to achieve more sustainable ventures and greater personal confidence. Mentoring taps a basic instinct most people share - the desire to pass on their learning, to help other people develop and fulfil their potential.

In general, this is a very positive instinct for both the mentor and the mentee (a social entrepreneur in this case).

However, as we shall see later in this guide, one of the core skills of an effective mentor is knowing when not to share their experience or wisdom with the social entrepreneur, but rather to help them develop and build upon their own.

Good mentors are characterised by their active listening skills, and a high level of self awareness, as well as an ability to provide feedback and the right kind of help when it is needed. They also view the mentoring relationship as one where they can learn too.

When is the right time to offer mentoring support?

Mentoring helps people through significant transitions in their lives. It can help an individual develop on a personal level through building confidence, as well as on a professional level through support in setting up and growing a new business venture. UnLtd supports social entrepreneurs from the very early stages of starting up a new venture through to the more advanced stages of growth and replication. A mentor can provide invaluable support at the different stages along this journey, for example:

  • Within the first few months of setting up the venture
  • When the social entrepreneur recognises a need for some form of change - for example, in their ability, their understanding, or their circumstances
  • When the social entrepreneur needs to think through important issues that will have an impact on the venture - for example, how to secure or manage new funding
  • When the venture is growing, new team members need to be recruited and the social entrepreneur needs to take on more of a leadership role
  • When the venture is facing a crisis

Some typical examples of the areas of business mentoring support that a social entrepreneur may need, and the questions they may ask, include:

  • How can I reach a wider audience and raise awareness of my venture to attract new customers?
  • I'm running out of money. How do I turn my venture into one that is more financially sustainable and viable?
  • I need to make a presentation to a panel of potential funders and investors, how can I develop a winning USP?
  • I have a quality public service product to deliver in my local community but don't understand the procurement/tendering process, where do I start
  • How can I widen my network of professional contacts and supporters?

How to create a successful mentoring relationship

The clearer you are about your goals for the relationship, the stronger the relationship is likely to be. Goals are important in creating a sense of purpose and urgency in the relationship. The social entrepreneur is much more likely to feel comfortable taking your time and sharing issues with you, if they know that you are enjoying and benefiting from the discussions.

If your motivation is simply altruism ("giving something back"), it is less likely to generate that kind of feeling in the social entrepreneur, than if you are looking for intellectual stimulation and learning for yourself. Before you meet the social entrepreneur formally for the first time, take the time to consider and articulate to yourself why you are doing this.

In the beginning the social entrepreneur needs to articulate - with your help if required, what kind of support they want to receive.

Useful questions include:

  • What is unique about your venture that nobody else is doing?
  • What do you want your venture to achieve in five years' time?
  • What do you want to be different about your venture in the next 12 months?
  • How will you know you have made progress? What will success look like?
  • What obstacles are you facing?
  • What would make the biggest difference in the next six months in meeting your goals?
  • What specific help from me would be most useful?

It may take several meetings before the social entrepreneur is really clear about the goals. Part of the mentor's role is helping to establish clarity, but setting goals is only half the picture. It is also important to test the social entrepreneur's level of commitment - how much time and effort they are really prepared to put into gaining their goal.

There are simple techniques that provide short cuts. One of these is to ask them to assess their commitment against a ten point scale, from "I won't let anything get in my way" to "I don't have any time". Another is to explore who they are doing it for. Social entrepreneurs are often motivated by personal experience and driven by a passion to want to change society for the better.

A more advanced technique is to help them clarify just how big a change (and therefore how much effort) is really involved. Social entrepreneurs often set their sights on making fundamental changes in society, but they have to start somewhere - which is usually in their local community. Having roughly defined that point, you can ask them where on that journey they think they are now and what the gap is between those two points. With this mental picture, it becomes easier to address the level of effort required to achieve the change.

How to maintain the relationship

In principle, it is the social entrepreneur who should play the primary role in managing the relationship - deciding what to talk about, how frequently to meet and how far they wish to explore an issue. In practice however, the mentor may also need to take some of the lead. Building the relationship takes time and patience and it is vital for the mentor to be honest and open throughout the process and set out ground rules and expectations at the first meeting.

The following guidelines are based on experience in a wide variety of mentoring programmes:

  • Encourage the social entrepreneur to maintain a personal log of things that have pleased and frustrated them since you last met. This will be very useful in helping them to recognise patterns of events and in developing self-awareness
  • Aim to meet up monthly; relationships will vary in length but on average it's recommended they last a minimum of three to six months. As a general rule, mentoring meetings that last less than an hour do not get into sufficient depth
  • Make a point of telling the social entrepreneur what you are getting out of the relationship - she/he may not realise how you are benefiting from the discussions
  • Review the relationship regularly with the social entrepreneur. Encourage them to give you honest feedback about how helpful it is, what they'd like you to do more of, and what they'd like you to do less. If the relationship isn't going well, explore whether a different mentor might be appropriate - it's always better to break a non-functioning relationship rather than carry on regardless - and help the social entrepreneur define what sort of person they are looking for. UnLtd can also advise in these circumstances
  • Be careful not to take ownership of the social entrepreneur's issues. If they expect you to solve their problems for them, gently remind them that this relationship is about helping them do things for themselves
  • Consider carefully where you will meet or conduct meetings over the phone. UnLtd can help arrange a meeting room if necessary
  • From the beginning, establish clear expectations on both sides about what you are trying to achieve together and how you will behave towards each other. It is very helpful if you report these back to UnLtd Connect staff

How to build and sustain rapport

Effective Mentors always take time at the beginning of meetings, whether in person or on the telephone, to re-establish the relationship. Because they have a genuine interest in the social entrepreneur, both as a person and as someone bringing an interesting set of challenges, they quickly put them at ease.

You can improve your skills of rapport building by thinking about how you are fulfilling the five key components of rapport. These are:

  • Trust - can the social entrepreneur have confidence in you that you will keep confidential anything discussed between you? And that you will do what you say you will?
  • Focus - does the social entrepreneur feel your attention is fully on them? If you are listening actively, are you doing so openly, without making any judgements about them?
  • Empathy - is it clear that you respect and are trying to understand the social entrepreneur's point of view - their feelings, ambitions and drives?
  • Congruence - do you have a shared sense of purpose for the relationship? Do you feel confident enough to talk about some of your own fears, weaknesses or mistakes, in order to encourage the social entrepreneur to open up about theirs?
  • Empowerment - does the social entrepreneur feel you are locking them into the relationship, or encouraging them to fly? The mentoring discussion needs to be liberating, on both sides

The right way to end the mentoring relationship

Rapport is not a one-sided condition. You may need to work with the social entrepreneur to help them develop the confidence to reciprocate. By emphasising to them your need for each of the five elements of rapport, you gradually and patiently build their confidence in you and your goodwill. Research has also shown that rapport comes much more easily if you and the social entrepreneur spend time sharing your values - what motivates you and how you look at the world.

Early on in your mentoring relationship you should begin to feel like a clear sense of direction is being established. This is usually evidenced by:

  • The social entrepreneur being able to put new issues/challenges in the context of longer term goals
  • You being able to identify milestones on the way to achieving those goals
  • The social entrepreneur telling you at each meeting about specific points of progress she/he has made

Many mentoring relationships just fade away as the social entrepreneur finds they need the mentor less. However, it is more satisfying for both parties, and more beneficial in learning terms, if you work towards a planned winding down and a clear ending. Setting an intended end date or achievement point, where the formal relationship will end, helps focus the attention of both mentor and social entrepreneur. As that date nears, you may agree either to extend the relationship (formally or informally) with a new set of goals, or to celebrate its success. The process of celebration makes this a healthy withdrawal and enhances the quality of the friendship, which so often emerges from the relationship.

You will know if it's time to wind up, if:

  • The social entrepreneur has achieved most or all of their goals
  • The discussions lack a sense of freshness
  • Either of you begins to feel constrained by the relationship

Different ways to support a social entrepreneur

This guide will be focusing on mentoring as a model of support, however the UnLtd Connect service also offers opportunities to support social entrepreneurs in a variety of different ways:

  • Advisor - task-oriented support in the form of technical advice on a specific element of running a social venture. (eg. financial forecasting/legal contracts)
  • Business Coach - goal-oriented, non-directive support to help a social entrepreneur keep 'on track' and motivated to deliver specific objectives. Can include issues like time management, articulating a vision, developing a management team etc. This technique is designed to facilitate enhanced performance, learning and development
  • Trainer - facilitating a workshop on a specific aspect of running a social venture. (e.g. marketing)
  • Secondee - a short term assignment to work full time in assisting a social entrepreneur start up or develop their social venture
  • Board Member - joining a Board of a start up social enterprise as a Non Executive Director
  • Facilitator - run one-off training and/ or networking events for both social entrepreneurs and mentors
  • Work Space - sharing a work environment with a social entrepreneur to enable exchange of best working practice and creativity with a social dimension

Mentoring is often confused with some of these other terms - in particular, Advisor or Business Coach. In practice, a mentor may draw on all of these approaches, but they are not the same as coaching, as the chart on the next page indicates

**** Advisor Coach Mentor
Focus Guiding Task and performance; building skills and competence Building capability
Key skills Imparting own experience and wisdom Giving feedback on performance Helping learner discover their own knowledge and experience
Goal orientation Helps align individual and organisational goals Helps learner establish goals Usually works with learner's own goals
Closeness of relationship Low - moderate Moderate Relatively high, often leading to a strong friendship
Flow of learning Mainly one-way Mainly one-way Usually two-way

Here are some of the important things to do:

  • Be an active listener - take the time to listen, understand, interpret and evaluate what the social entrepreneur is saying. Suspending the listener's own frame of reference and judgment, and removing distractions is also important
  • Be a critical friend - to help the social entrepreneur work through difficult decisions and weigh up alternatives. Just being there to listen and offer encouragement; to provide the critical personal feedback, which would be difficult for the social entrepreneur to accept from a less trusted source
  • Be a role model - an example to follow
  • Be a challenger - someone to ask the difficult questions
  • Be a development advisor - help the social entrepreneur build and implement a professional development/business plan for their social venture
  • Be a political advisor - explain how an influential stakeholder/organisation or social system works; guiding the social entrepreneur through it
  • Be a networker/facilitator — help the social entrepreneur develop their own resources, open doors to networks of influential people, to knowledge of how to obtain finances and expertise
  • Be clear on expectations - be up front and ask the social entrepreneur what they expect of you
  • Be open to learning - acknowledge that this is likely to be a learning experience for you, too
  • Be reliable - do your best to keep to your agreed meeting dates so as to create a stable and open relationship

Roles of the mentor

Mentors play different roles according to the needs of a social entrepreneur

Here are some of the important things to do:

  • Be an active listener - take the time to listen, understand, interpret, and evaluate what the social entrepreneur is saying. Suspending the listener's own frame of reference and judgment, and removing distractions is also important
  • Be a critical friend - to help the social entrepreneur work through difficult decisions and weigh up alternatives. Just being there to listen and offer encouragement; to provide the critical personal feedback, which would be difficult for the social entrepreneur to accept from a less trusted source
  • Be a role model - an example to follow
  • Be a challenger - someone to ask the difficult questions
  • Be a development advisor - help the social entrepreneur build and implement a professional development/business plan for their social venture
  • Be a political advisor - explain how an influential stakeholder/organisation or social system works; guiding the social entrepreneur through it
  • Be a networker/facilitator — help the social entrepreneur develop their own resources, open doors to networks of influential people, to knowledge of how to obtain finances and expertise
  • Be clear on expectations - be up front and ask the social entrepreneur what they expect of you
  • Be open to learning - acknowledge that this is likely to be a learning experience for you, too
  • Be reliable - do your best to keep to your agreed meeting dates so as to create a stable and open relationship

Core skills of being a mentor

Great mentors are adaptable. They know when to be directive, pushing the social entrepreneur; and when to be relatively passive, letting the social entrepreneur control the relationship dynamic. They know when to focus on stretching and on intellectual growth; and when it is better to concentrate on providing support and nurturing, to help the social entrepreneur cope.

Here are some of the core skills:

  • Communication - being highly skilled at active listening, questioning, explaining, giving feedback and summarising
  • Self-awareness - a good knowledge of their own strengths and weaknesses which help them to be more open and human to the social entrepreneur
  • Behavioural awareness - an understanding of other people's behaviour
  • Business or professional expertise - the accumulated wisdom of having "been there and done it before" (though not necessarily in the same sector)
  • Sense of proportion - the ability to place issues in a broader context. This usually comes with a sense of humour, which is essential in building a relationship
  • Commitment to their own learning - seeing the mentoring relationship as one more opportunity to add to their own experience and insight
  • Strong interest in developing others - making the social entrepreneur feel they want to be there. Having a track record of helping to grow businesses is an advantage
  • Relationship management - being experienced in rapport building and general social skills
  • Goal clarity - being able to set and achieve goals for themselves, and able to help others do the same

Every mentor needs some measure of each of these qualities. However, in most cases, it isn't necessary to be great in all of them. Social entrepreneurs usually don't want a guru or a superhero to work with - they want someone who is human and fallible, but more experienced in certain key areas of how to run a business than they are.

Benefits of mentoring

Effective mentoring benefits everyone involved, the mentor, the employer and the social entrepreneur

Benefits to the mentor:

  • Inspires, energises and motivates them to develop their potential and unleash the best in themselves
  • Provides a chance to step outside of the day-to-day environment and use their professional skills in an entirely new and rewarding context
  • Enhances interpersonal, communication and mentoring skills and the transfer of these skills back into the work place
  • Delivers a rewarding sense of job satisfaction and energy from helping a social entrepreneur develop and grow their venture
  • Forges valuable new industry contacts through regional and national UnLtd networking events

Benefits to the employer (where relevant):

  • Attracts, inspires and develops talent of employees
  • Increases staff retention and motivation through job satisfaction
  • Demonstrates corporate citizenship and good governance
  • Enables a channel to explore new ways of thinking and innovation for the company
  • Provides access to a wide network of innovative social ventures, allowing valuable new contacts to be forged
  • Enables investment in the local community - social entrepreneurship can improve public spaces, increase land values and create new business opportunities in the local area

Benefits to UnLtd and the social entrepreneur:

  • Grows capacity, skills and capabilities of social entrepreneurs
  • Improves sustainability of social enterprises - to create jobs, opportunities and economic growth
  • Raises awareness of benefits and opportunities of social entrepreneurship in other sectors
  • Increases understanding of best practices within the wider commercial sector

Expectations

What should the social entrepreneur expect of you? What support will they need?

In effective developmental mentoring relationships, the 'social entrepreneur' should expect:

  • Empathy - while you may not have experienced exactly the issues that the social entrepreneur faces, you should demonstrate an interest in them and their development and a willingness to understand things from their point of view
  • Constructive challenge/stretching - the mentor will, when appropriate, push the social entrepreneur to think more deeply, address uncomfortable issues and set higher professional and personal ambitions
  • Sharing experience - the mentor should be willing to share his or her wider professional knowledge and provide guidance in setting up and running a venture (eg. strategic planning.) Equally, however, they will be conscious that what was right for them may not be the best solution for the social entrepreneur. Holding back on talking about their experience is something many mentors find difficult, but you should be aware that the important outcome is for the social entrepreneur to find a route forward with which they feel comfortable
  • Help in building networks - whether the social entrepreneur is trying to access new customers, build a more effective brand or have an online presence, a mentor can be an important gateway in making introductions, and helping them identify and contact influential people who will be useful to them
  • Sounding board - whenever the social entrepreneur needs to make a difficult decision, or rehearse a difficult conversation, the mentor can help think it through
  • Listening - sometimes mentors help just by being there, when the social entrepreneur needs someone to talk to, who isn't directly involved in the issue
  • Confidentiality — what is said between mentor and social entrepreneur is fully confidential, except in very special circumstances that may be defined by UnLtd or by law
  • Ethics - a social entrepreneur should expect ethical behaviour
  • Friendship — a social entrepreneur doesn't have to be your best friend, but you do need to offer them respect, trust and a degree of genuine interest. It's hard to be fully open with someone you don't feel comfortable with

The social entrepreneur should NOT expect:

  • Hands-on operational support - the mentor is not there to 'do the work' for the social entrepreneur unless there has been prior agreement
  • Alternative motives - mentors should not generate consultancy or other private business opportunities from the mentoring relationship
  • Counselling - mentors should not feel they need to dig deep into psychological and personality issues
  • Urgent support - mentors cannot be expected to deliver outcomes that meet very urgent deadlines. It is more appropriate to work with a social entrepreneur on mutually agreed objectives that can be carried out over a period of a few months

What should you expect of the social entrepreneur?

The mentor deserves the respect and consideration of the social entrepreneur and both will be needed if the relationship is to work well. In particular, the social entrepreneur should:

  • Recognise that the mentor's time and energy are precious, and should be used wisely
  • At the same time, recognise that the greatest compliment to the mentor is to make use of their experience and wisdom - so they shouldn't be afraid to ask for a reasonable amount of their time. (What's reasonable will vary from relationship to relationship. It's usually a good idea to agree this at the very beginning)
  • Prepare thoroughly for mentoring sessions - think through how to make use of the learning opportunity
  • Be prepared to challenge the mentor constructively - they shouldn't take everything you say for granted
  • Listen to your views, but make their own mind up about what to do
  • Offer you honest feedback about the nature and quality of the help they are receiving from you. (This is especially important if the relationship does not seem to be working and needs to end)

Techniques for effective mentoring

The following are techniques you may find useful in fulfilling the different support roles on page 16.

Taking the social entrepreneur's perspective

The social entrepreneur will most likely have a very different set of experiences, values and ambitions from your own, especially if they work in a different sector, or are from a different culture or generation. It is important to recognise the validity of these, even if you do not fully agree with them. Spending time talking about values is important. So, too, is trying to understand from their point of view, what success means for them personally and for their venture. A generic definition of success is achieving what you value.

Explore with the social entrepreneur how much value they currently place on running a successful venture. Their responses will help you in guiding their choices and provide a useful ground for discussion.

Developing networks

You can help the social entrepreneur develop their networks in two main ways. Firstly, by making useful introductions for them. Secondly, by helping them think through:

  • How networking can help them achieve their objectives
  • Who they could usefully include in their networks
  • How they will make contact with these people
  • How they will maintain a relationship with them

Being a good role model

Effective mentors almost always become role models to the social entrepreneurs they work with. But they are very aware that the social entrepreneur may adopt their weaknesses as well as their strengths. Behaviours which work for the mentor may not be appropriate for the social entrepreneur. The mentor may need to spend time and effort helping the social entrepreneur assess what they should copy from the mentor and help them think about what behaviours fit best with their personality and strengths.

Being a critical friend and challenger

Plain, straightforward speaking isn't always comfortable to hear for the social entrepreneur, but it is one of the things they are most likely to appreciate. By challenging what they say, especially when there is a gap in their logic or you feel they are avoiding an issue, you give them the opportunity to reflect on issues much more deeply. Typically challenging questions might be:

  • Do you really think that makes best use of your time, skills and strengths?
  • Will that solution make you feel good about your venture?
  • What is it you are afraid of?

Encouraging and supporting

Sometimes you may just need to be there to listen and help them gain their self-confidence. It may be tempting to jump in and solve their problems for them, but that doesn't build self-reliance.

Giving advice

In some instances it is appropriate for professional volunteers in the UnLtd Connect network to give direct advice depending on the nature of support needed by a social entrepreneur - for example a pro bono lawyer preparing a contract or an accountant designing a cash flow.

In the case of mentoring, the role of giving advice is viewed slightly differently. It is often important for the mentor to hold back on giving advice, in favour of helping the social entrepreneur find their own solution. However, there are times when a simple "This is what you need to do" is also an appropriate approach.

A mentor can help the social entrepreneur learn how to make their intentions clear. If all they want is some simple instruction, or to tap into your experience, a mentor should be able to draw that out of them before you start to respond to their questions. If they want a deeper discussion and a deeper level of learning, the mentor needs to reframe their questions. This could be achieved by looking at what they have already done and how they want to develop.

A framework for successful mentoring sessions

Effective mentors often follow a pattern of discussion along the lines in the diagram.

They start by re-establishing the relationship, with a relaxing chat, then ask the social entrepreneur to explain what they would like to discuss. They never jump in with advice before going through the stages of getting the facts, as the social entrepreneur sees them. They use their skills of active listening, testing and challenging to see how accurate their perception is, and help the social entrepreneur recognise any patterns or structures in the events described. (For example, how their behaviour stimulates particular responses in someone else).

In this way, the mentor is able to get behind the issue and help the social entrepreneur see that the real problem is often something very different.

Then the mentor might draw upon his or her own experience, to extract some lessons and demonstrate that they understand the issues. A brief summary at this point often helps ensure that both mentor and social entrepreneur are on the same wavelength.

The next phase of discussion is about finding and committing to solutions. The mentor begins by reaffirming his or her confidence in the social entrepreneur's ability to manage the issue. They then discuss alternative ways of dealing with it, and opt to explore one (or more) in detail. Where appropriate, the mentor helps the social entrepreneur set some deadlines and checks that they really are committed to this solution.

Troubleshooting checklist

The following checklist covers some of the most frequent problems social entrepreneurs report in their relationships with mentors.

Problem Possible solutions
Our discussions are shallow The two most common causes are a) the social entrepreneur doesn't have a clear objective for the relationship, or b) they do not yet have sufficient confidence in you to open up about the issues that really concern them. The easiest way to deal with both of these is to confront them head-on. A third cause may be that you are not challenging them sufficiently.
My social entrepreneur won't talk Sometimes the social entrepreneur misunderstands the nature of the relationship and expects you simply to give them advice, by talking at them. You can overcome this by making your expectations clear. Of course, there is also the possibility that you are intimidating them by doing too much talking yourself!
We seem to have run out of steam Did you have clear objectives for the relationship in the first place? If you did, and you have achieved them, then this is a good point to review whether it is time to: Wind the relationship up and celebrate its success, or set a new goal to work towards. If you didn't set clear goals, then the relationship is probably drifting. You and the social entrepreneur must decide whether it has the potential to be truly beneficial, or you should wind it up.
Meetings keep getting postponed How committed is the social entrepreneur to the process and their development goals? If they are committed, are they worried about taking your time? Bringing these questions into the open will help the two of you decide whether to continue. In addition, you may find it helps to move some of the exchanges between you and the social entrepreneur to telephone calls and/or e-mail discussion.
We don't seem to have much rapport Some relationships never get off the ground, because the personalities of the mentor and social entrepreneur clash. However, effective mentors can reduce the impact of personality clash by: Respecting the social entrepreneur's values and perspectives, Openly exploring with the social entrepreneur how they are different and what that means in practical terms (both completing and sharing a personality diagnostic, such as Myers Briggs can be very revealing). The key is to confront the lack of rapport and try to work together to resolve it. If you find, however, that you have such different values you can't work together, then admit defeat gracefully and agree mutually to withdraw from the relationship.
My social entrepreneur expects too much of me Most often, this happens because you have not set clear expectations of each other at the beginning. Reviewing the "agreement" between you will normally resolve the issue.

E-mentoring

You will almost certainly conduct some of your communication with a social entrepreneur through e-mails, phone calls or some other form of electronic communication. Working with these media requires a different, in many ways, more challenging approach to meeting face-to-face.

Some of the useful guidelines put together from the experience of seasoned e-social entrepreneurs include:

  • Preparation: it's critical for the social entrepreneur to think through exactly what they need from the mentor in advance and to send some initial thoughts a day or two before
  • If it's possible to have a video camera connection and audio as well, for example Skype, that makes for a much more 'immediate' dialogue
  • Best results come when mentor and social entrepreneur can be on-line at the same time, for at least some of the dialogue
  • E-mentoring dialogue can continue after the main discussion. Indeed, it may benefit the social entrepreneur to break up the dialogue into several chunks so that she/he can gather information, take time to reflect, or consult others
  • To compensate for lack of visual and/or auditory clues to what is going on in the mentor or social entrepreneur's minds, you should both be prepared to recap and summarise frequently

UnLtd Connect - Frequently Asked Questions

Am I qualified to mentor or advise a social entrepreneur?

If you are an individual with professional expertise in any of the following areas - business consulting, marketing/PR, law, finance/accounting, online social media, IT, HR, or academia your experience will be very valuable. You could be a manager or owner of a small to medium sized business, a consultant, a senior executive or a partner of a management consulting firm, law firm, accounting firm, PR or advertising company. You could be a university professor or retired. You could be a civil servant with insights to share on effective public service delivery.

You will be well connected and willing to share your influential networks. You will have a track record of problem solving, articulation, communication, and people-development. Your years of investment in building relationships with potential customers and stakeholders and accessing resources will significantly increase the chances of success for social entrepreneurs. If you have experience as an entrepreneur, in starting up small businesses and helping them grow, your experience will be invaluable. You could even be a social entrepreneur yourself.

Do I need to have experience in the specific field or industry that a social entrepreneur works in?

Not necessarily. The transferable skills in project management and leadership which you've gained - whether it's in the business/ corporate world, the civil service or another sector, will be equally valuable. Providing this professional perspective and sharing your ideas of what's worked for you, can help a social entrepreneur understand the requirements of running a sustainable enterprise. This is the biggest difference you can make. In some cases we look for more specific sector experience, but often it's not essential.

What stage of development will the social enterprise have reached that I may be asked to support?

It's likely you will be supporting a very early stage social entrepreneur. The vast majority of individuals that UnLtd funds are sole traders, at the very beginning of their journey in setting up a social venture. They will be testing out ideas and your experience will be crucial in guiding them through the opportunities of this process and raising their confidence to meet the challenges. UnLtd also funds a smaller number of social entrepreneurs who are further along the road in developing their products and/or services and achieving sustainability.

Do all social entrepreneurs run businesses?

No. Some of the social entrepreneurs. UnLtd funds, run ventures that are set up as registered charities. UnLtd focuses on supporting individuals. The important thing is what the entrepreneur does with the profit i.e. how they re-invest the funds back into the social venture to fund its continuing development. UnLtd looks for core activities that are focused on delivering a positive social benefit (and measureable impact) to society regardless of the legal form adopted. UnLtd social entrepreneurs operate under a range of legal forms, including registered charity, company limited by guarantee (non profit), community interest company, company limited by shares and industrial & provident society.

What is the time commitment of being a mentor?

As a guideline, an advisory/mentoring relationship should last for at least three meetings and continue for as long as a mentor has the interest and time available. We'd encourage meeting once a month for a minimum of three months. Some relationships last several years. The first meeting should last for at least an hour to give you the opportunity to get to know one another and establish how to move the relationship forward. Further contact may take place face-to-face as well as telephone or email.

What if I don't have time to commit to an ongoing relationship but would still like to help UnLtd in some way?

There are various other ways you can support social entrepreneurs besides one-to-one mentoring. You could host a workshop or clinic for a group of social entrepreneurs in your area of expertise such as marketing or financial planning. This would only take up a few hours of your time. You could also join the Board of a social enterprise as a Non Executive Director.

What if I don't feel confident that I have all the skills a social entrepreneur needs?

It's very common that during the course of a business mentoring relationship new issues will arise that fall outside your own skill set. For example a lawyer might be needed to draft a contract. It's important for you to be specific at the very first meeting with a social entrepreneur to explain your key areas of expertise, so there are clear expectations of what you can and cannot offer.

You are likely to feel stretched at times. If support is needed beyond your expertise, we would encourage you to look at your wider peer network or your colleagues, to see if you can bring in their skills. Alternatively you may contact the Connect team to see if this additional support could be obtained from other mentors or volunteers. You could also post a question on the UnLtd Connect Linked In Group.

What does UnLtd require in terms of reporting back on progress and outcomes?

Providing feedback is an essential part of the process in order to help UnLtd monitor the impact and value of your involvement.

An update once a month is recommended as a minimum.

In terms of the expected outcomes, these should be discussed with the social entrepreneur at the first meeting. Your expertise serves to nurture the growing energy of social entrepreneurship in the UK.

For a social entrepreneur who wants to grow their venture, an outcome could be a more focused business plan, a more developed sales pipeline, or presence in a new market. Others at the very early stage will be looking for support in building their confidence and motivation.

Suggested first meeting agenda

Aims of first meeting

  • To meet and decide if you can work together
  • To set up the process and agree ground rules
  • To agree objectives/what help is needed

Introductions

  • Introduce yourselves/expertise/ background

Agenda for this meeting

  • What will be covered
  • Timing - how long the meeting will last

Clarify expectations

  • What are your expectations?
  • What is your time availability?
  • What you can/cannot do

Social entrepreneur to give an overview of

  • Experience
  • Strengths/weaknesses
  • Business/project plan

Agree objectives for the process

  • Where is help needed?
  • What does the social entrepreneur hope to achieve?

Agree the process for the future

  • Frequency of meetings (e.g. monthly)
  • Where/how to meet (e.g. in person/ by phone/email)
  • Preparation by both parties for future meetings (e.g. information needed)
  • Reporting back to UnLtd

UnLtd Connect preferred mentor profile

The primary role of an UnLtd mentor is to provide professional expertise to support a social entrepreneur in growing their venture and build a valued and trusted relationship with them.

Essential Criteria

  • Professional expertise in a management role in some key business areas such as: marketing/PR, law, finance/accounting, procurement, fundraising, internet/lT, HR, or in academia
  • A track record of problem solving, articulation, communication, and people-development
  • A structured thinker with ability to analyse and resolve issues effectively
  • Interpersonal skills and an ability to communicate effectively with people at all levels
  • Access to professional networks

Desirable Criteria

  • Coaching and mentoring experience
  • Experience in starting up and growing small businesses
  • Experience of working with social entrepreneurs
  • Knowledge of the political, economic and legal context that social entrepreneurs operate in
  • At least one area of specialist expertise or professional qualification
  • Member of a professional institute
  • Fundraising experience - either from private or social investors, or public/third sector
  • Experience as a Non Executive Director

What our mentors say...

I was very much drawn to the concept of charitable, social enterprises being self-sustaining. I was also amazed at the energy, enthusiasm and dedication of the social entrepreneurs I met as well as their belief in their chosen enterprise. As most enterprises set up by social entrepreneurs are start ups - there was also a clear need for help and a feeling that any such help would make a real difference. It was all of these factors that drew me into getting involved with UnLtd Connect

-- Dominic Gurney-Champion, Field Fisher Waterhouse LLP

Volunteering my time with UnLtd has been hugely rewarding. I felt that I was able to make a real difference and deliver tangible results. At the same time it forced me to think 'out of the box' and consider things from a different perspective than the typical business and financial angle.

-- Christian Rouffaert, Accenture

As a mentor I can use my own experience and knowledge to help guide a young social entrepreneur with a great idea, who may be unsure of which direction to follow next. It is great experience, whilst giving something back to the local community and at the same time will challenge me to think in different ways.

-- Tes Ali, Ernst & Young

What our social entrepreneurs say...

I was impressed by my mentor's ability to grasp the concept of my business and develop the idea so quickly. He is very positive and I leave our meetings feeling clear and motivated with action points and a time frame. Amazing! I like him very much too and find him interesting and interested; he is a good listener and immediately saw the strengths, weaknesses, as well as the potential, in the project.

-- Helen Tindale, Founder, Culinary and Crafts Boutique Hotel (referring to mentor Hichem Omezzine, Actis)

On a personal level my mentor has helped me tackle some of my weaker areas such as managing budgets and financial projections. He has listened and worked within my own capability and I have gained more confidence as a result, but also no longer feel guilty for not being good at managing all aspects of the business. He has also worked hard to understand the aims of Bridges, the client group of people with strokes, and my potential market, which consists of people that commission training for health and social care professionals.

-- Fiona Jones, Founder, Bridges Stroke Self Management (referring to mentor Will Nicholson, Ernst & Young)

The support from Isabelle, my mentor has been instrumental in keeping our project on track. As a social entrepreneur working on your own it can be difficult to stay focused and motivated through setbacks. Isabelle has an excellent business brain and all the skills of business planning that has supported me in the development of Accessible Event Promotions

-- Mickey Fellowes, Founder, Accessible Event Promotions (referring to mentor Isabelle Farquhar, Singulier)

Sources of further information

Pro bono business advice and mentoring

Legal Advice

Marketing, PR & Media

IT/Web

Finance