A mentoring relationship is built on mutual trust, respect and communication, and provides both mentor and mentee with a wide range of personal and professional benefits – ultimately leading to improved performance in the workplace.
Kilfinan Australia mentors:
Our mentors volunteer their time and bring significant business experience to Kilfinan Australia. Prior to being matched with a mentee, each potential mentor meets with one of Kilfinan’s Executive Directors to explore the breadth and depth of the person’s skills and experience, as well as interests in the not-for-profit sector. The Executive Directors then identify an appropriate potential mentee match for the new mentor.
Kilfinan Australia mentors meet over an informal breakfast twice per year to share insights about their mentoring relationships and the not-for-profit sector.
Prior to formally starting a mentoring relationship, mentors and mentees are asked to sign a simple Mentoring Agreement, which sets out the initial goals and expectations for the relationship. This can then be used as a useful tool for reviewing progress on a regular basis.
When you become a Kilfinan Australia mentor, you will be joining this distinguished list of professionals:
Rick Allert AO
Steve Bracks AC
Anna Buduls AO
Leigh Clifford AO
Ewen Crouch AM
Maree Davidson AM
Sandie de Wolf
David Gonski AC
Carolyn Hewson AO
Shirley In’t Veld
John Langoulant AO
Simon McKeon AO
Terry Moran AC
Elizabeth Proust AO
David Thodey AO
Michael van de Wiel
Alison McClelland AM
AMP Alumni Mentors
Fiona Bennett’s Kilfinan mentee is CEO of a national advocacy organisation. She meets her mentee every 6-8 weeks for 1.5 hours during which they schedule their next meeting. “I get her to send me her questions ahead of our meetings. This allows me to prepare and to ensure both of us get the most out of our time together. I feel this structured approach is the key to our success as a team.”
Trevor Hunt feels he’s assisted one of his mentees by instilling confidence in his approach towards his board and guiding him on how to be more directive to ensure the organisation remains sustainable. For his second mentee, it’s been challenging her about the next stage of her life, including her legacy as a CEO. In return, Trevor’s learnt that not-for-profit CEOs put their hearts and souls into their organisation’s needs, often neglecting their own.
As a professional company director with extensive experience in business management, strategy, finance, risk and governance, Anne Ward especially enjoys working with her not-for-profit mentee. “It’s given me a deeper understanding of human services at the coalface, particularly family violence, homelessness and mental health issues – areas I’ve not been involved in before. These are complex issues requiring high level skills and expertise, and the risks of getting it wrong can be very significant.”
Daniel Kleijn says that what motivates him as a mentor is that he gets to work with people who are exceptionally driven and passionate about what they do and the results they get. While the mentor and mentee often work in very different environments, he feels there are more touch points and commonalities than one might expect. “Starting with these commonalities, but using the difference in experience, is where the relationship becomes valuable.”
David Williamson recognises that a CEO position is a lonely one. As a Kilfinan mentor with two matches, he feels his role – as well as offering guidance on people, financial and other strategic issues – is to “provide a shoulder to lean on and an ear to listen”, allowing his mentees to discuss difficult issues which cannot be shared internally. He also values that the role gives him a greater understanding of the not-for-profit sector and the challenges it faces.