MENTOR INTERPERSONAL SKILLS
The first step in developing the interpersonal skills needed by an effective mentor is an understanding of
self. An objective self-inventory followed by an attempt to change the negative aspects will create a solid
foundation for the development of leadership skills.
There are many objective instruments to reassure personal self-examination and growth. These instruments
involve choosing among various statements and provide an excellent visual representation of the
individual’s location on many poles of the dimensions of personality. The Human Synergistics Model and
Myers-Briggs Inventory are two useful personality profile instruments.
It should be noted that personal stock-taking is a fundamental part of everyone’s growth and, by
understanding self, leadership relations with others can be enhanced. There is, however, a giant leap
between the two stages. Positive self-awareness tends to be more important as the base for building the
skills necessary for leadership rather than directly providing those skills. Interpersonal leadership skills are
learned and developed. (See figure 1)
FIGURE 1
INTERPERSONAL SILLS GROWTH STRAND
LEVEL OF
COMPONENTS OF SKILL
ABILITY
SELF-AWARENESS
EMPATHIC
PROBLEM
UNDERSTANDING
RECOGNITION AND
FEEDBACK
Conducts regular,
Has good empathic
Recognizes existing
Intensive selfunderstanding; understands
problems and problem
examination with help
complex stages necessary
ownership; provides
of others; is aware of
for being successful with
comprehensive feedback
problem areas and
this technique; is genuine.
mechanisms for good
makes effort and
communication and
changing.
corrective behavior.
Conducts intensive self
examination but falls to
have either
confirmation of selfdiagnosis by others or
else does not make an
effort to improve
weaknesses.
Has a general
understanding of own
strengths and
weaknesses but makes
no effort to change or
develop.
Has good general empathic
understanding but does not
always appear genuine.
Has no real
understanding or
awareness of self.
Displays little or no
empathy.
Displays basic empathy but
little empathic
understanding.
Recognizes existing
problems and problem
ownership and uses some
but not all feedback
mechanisms available to
improve communication
and affect corrective
behavior.
Recognizes existing
problems & problem
ownership but fails to use
any feedback mechanisms
to improve communication
or effect corrective
behavior
Recognizes existing
problems but does not
correctly identify problem
ownership.
STANDARD SETTIN
AND MODELLING
Is consistent in action;
open in dealing with
others; takes calculated
risks; admits mistakes;
accountable; adopts
leadership style
compatible with
personality.
Demonstrates consisten
in action; open in dealin
with others; takes
calculated risks; admits
mistakes; is accountable
falls to adopt leadership
style compatible with
personality.
Demonstrates consisten
and/or openness with
others. Is sometimes w
to take risks and admit
mistakes but has a
leadership style
incompatible with
personality.
Demonstrates consisten
and/or openness with
others but is unwilling t
take risks or admit
Fails to recognize existing
problems.
mistakes, is not
accountable and has
leadership style
incompatible with
personality.
Fails to be: consistent in
action; open in dealings
with others; willing to
take calculated risks; ab
to admit mistakes;
accountable; able to ado
a leadership style
compatible with
personality.