Evaluation before, during and after each mentoring session

• Evaluation after each mentoring session: Briefing.
• After the last session: summary request.

Once we have already had the corresponding session with the entrepreneur and even if we have received feedback at the end of it it is recommended that the entrepreneur makes his/her own summary in the two/three days after the start-up: 

Why, to encourage the entrepreneur's reflective capacity once the knowledge acquired in the session has been established.

By putting the summary in "black on white" we are forcing our minds to review concepts, and to place them where they belong at that moment.  

Why?

Because memory is not always what we think it is, we are overly optimistic about it.

As coachees/mentors we will be able to check what has been most significant, what our entrepreneur stayed with, or even what was absent.

Often it is what we don't say that says the most about us.  

How to close the session it is sufficient to simply direct request to the entrepreneur as part of the mentoring programme. Do not provide a template, form or guide, just ask for a summary.

Read (actively listening) This summary will give us a lot of information about the process and the entrepreneur's attitude towards it, since in its structure we can observe preferential channels, as well as beliefs, values, unanswered questions...

Evaluation before starting the next mentoring session:

As a few weeks will have passed (15-day gaps are recommended, 30 days maximum), we can now send out a pre-questionnaire with some questions to guide us in preparing for the next meeting.

Check one of the most important things: the execution of the tasks agreed with the entrepreneur.

If the entrepreneur has carried out and implemented the tasks to which he committed himself, his answers will probably already include learning: 

•  Reactions. 
•  Improvements. 
•  The difficulties. 
•  The satisfactions. 
•  Frustrations.

If the entrepreneur has not completed the tasks, we will know where to start the next session.

After verifying that there have been no insurmountable obstacles, in the rest, we enter the realm of excuses.

And therefore, in the enquiry into the "whys" and "wherefores". These tasks have not been carried out, which will immediately lead to a commitment to the process. 

"When you stop making decisions, you enter into the vast world of excuses". 

(W. Dyer) 

Commitment, the word commitment derives from the Latin "compromissun" and is used to describe an obligation entered into, or a word given. 

Commitment is a fundamental element for a coaching or mentoring process, since, is the necessary tool to generate action, change and therefore learning. 

The commitment directly influences our inter- and intra-personal relationships. 

Being committed to something leads me to take certain actions, as well as those decisions based on the establishment of a range of priorities. 

When we ask our entrepreneur to make a commitment to action, what we are really asking him to do is to make a choice between his tasks, since, it is quite possible that in order to do what you have committed yourself to, you may have to give up other things. 

If the entrepreneur has fulfilled his or her tasks and has therefore fulfilled its commitment, we continue from the results obtained. 

If the entrepreneur has not fulfilled his commitment, what do we do? 

INQUIRY of causes or excuses

If there are real causes, we will repeat the commitment as soon as possible, but if what we find are phrases containing expressions such as: "If there are real causes, we will repeat the commitment as soon as possible:

• "I have to..."
• "I would like to..."
• "I'd love to...but..."

We are faced with an excuse and we must investigate it, since the excuse may show us a fear, a limiting belief or a lack of commitment to the objective to be achieved, in which case we must rethink the objectives. 

EVALUATION of the mentoring process for entrepreneurs 

mentorDay evaluates each session by sending a questionnaire to the mentor and the entrepreneur, and the mentoring manager constantly monitors the evaluation by sending notifications.

In addition, during the mentoring process, it is essential to have frequent conversations with the entrepreneur for evaluation and follow-up:

• The entrepreneur is asked to assess his situation in relation to his goal and his evolution in the process itself, for example: 

• • The strengths it has identified. 
  • The challenges it has experienced. 
  • Your emotional situation. 
  • The extent to which the target has been achieved.

• Feedback is provided to the entrepreneur: 

• • Determine the extent to which you think you have achieved your objectives. 
  • Identify any challenges you face. 
  • Highlighting achievements. 

And at the end of the process, it is important to take stock of the process. 

• What has worked best for you in this mentoring relationship?
• What didn't work well for you?
• What are you most proud of?
• When were you most afraid?  
• At what point were you most surprised? 
• When did you feel most empowered? 
• What has changed in you the most? 
• What has changed in your relationship with others?
• What are your expectations of yourself?

On some occasions, it may happen that our accompaniment ends and the entrepreneur has not yet achieved his or her goal. because it was set for two more years.

And of course, ¡we are not going to be accompanying this person indefinitely!!! 

Or it can happen, that the objective has been achieved and that the challenge now is to maintain it.

That is why it is interesting and relevant to establish what we call: bases for future action.  

•  How will you continue towards your goal?
•  How are you going to maintain the level you have achieved?
•  What can prevent you from continuing or maintaining?
•  What resources do you have to counter it?
•  How do you see yourself now in terms of what you are aiming for?
•  How confident are you?
•  What can facilitate your continuity towards your goal?

It is very important to leave time for a good closure of the process and to establish the basis for future action. 

Remember:

• The difference between a powerful conversation and a coaching/mentoring session is in the methodology.
• A session has a structure, we must let ourselves flow without forgetting the outline.
• We are experts in these methodologies. 
• Add structure and methodology The success of the mentoring process depends on the competences. 

Now that you are clear on how to evaluate each mentoring session, reflect and apply.