“Mentoring is a brain to pick, an ear to listen, and a push in the right direction.”

— John Crosby.

Mentorship Guide Overview

This guide was built as part of the Chapter Grant Program funded by USJETAA and the Sasakawa Peace Foundation USA. It was designed to help construct successful mentorship initiatives for JETAA chapters.

Each JET chapter has different needs, and this guide serves as a "choose your own adventure" approach that each alumni association can modify to suit its members. So whether you're interested in organizing a one-off meishi exchange, a full-blown mentorship program, or something in between, this guide will help you avoid standard stumbling blocks and offer multiple templates that will set you up for success.

This guide was created by JET alumn Dan Lowe (Chiba, 2011-2013), who has served as JETAAUSA Country Representative and President of New England JETAA. You can reach out to him at dan@bostonintercultural.com or via LinkedIn.

Step 1: Getting Started

Whether we anchor ourselves to "the way things have always been done" or chase every new shiny initiative, binocular vision is a trap to which every leader is susceptible.

Traps like this are so nefarious because they rob us of our most important resource: Time.

That's because every new initiative risks solving the wrong problem, even if the idea itself is creative, innovative, and fresh. The more exciting a solution is, the more likely we will pump more and more of our temporal budget into it.

That's why, before we expend our limited bandwidth, we need to find the answer to one fundamental question:

What problem should we be trying to solve?

A full-blown mentorship initiative that may work great for a more extensive chapter may strain the resources of a small alumni organization. Likewise, a more active chapter with hundreds of events each year may cannibalize other initiatives with the conflicting offering. In contrast, a small or medium-sized chapter might excel if they make the mentorship program their keystone event, and that program solves an ingrained need for the chapter.

This section explores a few initiatives your chapter can do to get started.

Solving the Best Problem

“If I had asked people what they wanted, they would have said faster horses.”
This quote dubiously attributed to Henry Ford highlights the problem with jumping to solutions. People are comparatively better at describing a problem than building usable solutions. Even then, focusing on the problem people say they're having may not be as accurate as it would seem.
Take, for instance, an example of a medical device design as covered in The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm by Tom Kelly. He describes how the IDEO design company redesigned an instrument used on heart patients during balloon angioplasty. According to the doctors, this equipment must be light enough to move with one hand. However, upon observing the procedure, the designers realized that the doctors were moving the medical equipment because the machine blocked their field of vision. So, the IDEO team redefined the problem and developed a design no lighter than the previous iteration, but doctors didn't need to move as often.
Now, as JETAA chapter leaders, we're not designing medical devices, but this case serves as a critical exercise in meeting our members' needs - building empathy. Maybe we did JET years ago, and new returnees' problems have evolved. Perhaps people say they want in-person events, but engagement and accessibility remain higher for virtual events. Again, these questions aren't unique to JETs, but as JETs, we uniquely come with a base level of empathy as we've walked in similar shoes before.
Key Takeaway:
Don’t jump to conclusions, spend time observing your members, their problems, and their actions.
Brainstorming sessions are easy but difficult to do well. We might come up with a laundry list of fascinating ideas but would be lucky if they see any follow-through on more than one of those ideas. Therefore, implemented ideas must hit the mark while delivering the most substantial impact on your chapter.
A practical brainstorming session typically avoids the following traps:
1. One or two participants carried too much influence
2. Focusing on the solution before zeroing in on the problem
3. Offering parameters that are either too restrictive or too open
4. Deciding beforehand what’s possible, rather than what’s needed or creative
Sample exercise
Google grants access to countless effective brainstorming methods, but this 8-step approach is a great way to get started if this is new territory for your chapter.
Supplies:
100+ sticky notes/participant, scrap paper, pens, ten stickers/person, wall-to-post sticky notes.
If Online:* You can use tools like Miro, although these carry a cost. Shared Google Docs serve as a no-cost alternative.
Outline:
This exercise generates ideas using a left-to-right sideways hourglass model. We’ll, therefore, be brainstorming lots of problems before whittling them down to the most impactful problem to solve. We’ll then brainstorm the most impactful solutions to that problem to get to the most impactful solution. We should be setting up some form of parameters, such as “What is the biggest problem facing returning JET alumni.”
Try to diversify brainstorming participants as much as possible. Non-alums, such as Friends of JET, Japanese professors, spouses of JETs, and future JETs, can offer a unique outside perspective and should be welcome in these events.
Sample Flow
This entire exercise should take around an hour and lead to an actionable solution. The magic of this technique is that everyone has already offered input, and key stakeholders should have what they need to flesh out their ideas as we advance.
Key Takeaway:
Diversify the folks participating in your brainstorming. Start with problems, then build towards actionable solutions.
As stated, the most crucial resource JETAA members have available for them is their time. We can do anything, but we can’t do everything. To that end, when fiscally budgeting, it might be helpful to establish a time budget to prevent overstretching while setting agreed-upon expectations within the chapter leadership.
Chapter leaders might find space for two related concepts within this temporal budget: Rapid Prototyping and Minimum Viable Product (MVP). Rapid Prototyping is a design process used during or immediately after the brainstorming process to offer a visual or physical aid to help a team understand and test a concept. For an event, it might be a rough schedule or checklist. A new JETAA business card might be a simple mocked-up design on a sticky note. The trick to Rapid Prototyping is to make it quick, easy, helpful, and disposable.
**Minimum Viable Product** is the most basic offering a customer might pay money for to prove the concept and elicit feedback. The idea is to create an opportunity to learn without investing too many resources in a failed opportunity.
For example, recently returned JETs may express interest in a four-month-long mentorship program, leading membership to invest months in the planning, only to see few JETs interested. MVPs allow us to start with a single event, such as a business card exchange, and use that event as a space to identify pain points. MVPs also show us what “jobs” alumni are “hiring” the business card event to do and decide on how to expand on its success
Key Takeaway:
Start as small as possible to gauge interest and purpose before investing your limited resources into a larger initiative that risks missing the mark.
Jobs to Be Done: A Roadmap for Customer-Centered Innovation by Stephen Wunker, Jessica Wattman, and David Farber asks us to think about ordering a cup of coffee in a cafe. Rather than viewing coffee as a product, the authors ask us, “What job are we hiring this coffee to do?” These might include one or more of the following:
1. Delicious beverage
2. Caffeine Boost
3. Access to a date spot
4. Access to a quiet place to work
5. Access to Wi-fi
Likewise, JETAA chapters offer different services to different members. For example, they can serve as a networking space, social circle, mentorship resource, connection to Japan, learning space, or even a restaurant or language club. Of course, not all of these activities are GiA-funded, but the reality is that for many JETs freshly back from Japan or in a new part of the world, their local JETAA chapter may serve as the first point of contact.
Asking JETAA members what their local chapter means to them or what they hope to gain from it can be more than simply asking for event ideas, as these two questions implicitly ask for the job they’re hiring JETAA to do with their time as a currency.
Key Takeaway:
Your JETAA chapter may be “hired” by members to perform different jobs.” Never assume what these jobs are.
As part of the research for this project, we performed a problems-based survey of the JETAAUSA alumni chapters. While you might find this valuable data, we encourage you to survey and observe the most significant pain points your chapter members face.
Note that the purposes of this survey differed from one that you might carry out as it contained solutions-based questions.
What are your chapter members' most pressing needs?
1. Getting hired in a good paying job that actually uses their Japan experience
2. Finding a way to engage and connect recent returnees to our sempai. Currently, we have a lot of sempai willing to mentor, but not enough mentees.
3. More returning alumni to become involved with the alumni association. During the pandemic, attendance has been low amongst recent returnees.
4. Increased membership and participation from alumni and returnees
5. I think many of our members are most interested in using NEJETAA as a social network. It's not easy to make friends after JET or as an adult in the working world, especially with remote work being the norm these days. So I'd say our members' most pressing needs are social connection.
6. Getting more committed volunteers
7. Connecting with new JETs to join leadership or active roles in the chapter.
Reaching some of the more rural JETs in the chapter.
8. Career guidance and networking
9. I'm not sure what our members' needs are, but they are interested in career and networking-related events and how to maximize their JET experiences in their job search and future personal and professional endeavors. Our needs as an executive board are: finding activities that will engage the various constituencies and interests of our members; time management among the executive board to increase meeting efficacy; re-establishing roles and responsibilities of executive board positions and ensuring those responsibilities are met; and expanding outreach to other members to ensure the chapter's continuity in leadership.
What does a successful mentorship initiative look like to you, and how does it address the needs listed in your response to the previous question?
1. Resume building, network access, referrals for info interviews
2. We'd like to get JET alumni to find a job: whether it's a job in any field as they're recent returnees or those who are looking to pivot their careers.
3. Organic building of trust between mentors and mentees. In order for mentors to offer their energy and services, they need to first connect with willing and eager mentees who are engaged in the organization. Currently, there is a dearth of those mentees.
4. Someone who actively helps spread the word and come up with ideas to spread the word about events
5. When I think of mentorship, I think of careers. I think that partnering up people either within or across chapters with senpai who can help them reach their goals would be an effective mentorship program, in an ideal world.
6. Recruiting and engaging dai-sempai who can share their proven methods to sustain their chapters
7. Mentoring recently returned JETs could lead to leadership roles and strengthening the post-JET return support activities. This could also lead to connections with more rural returned JETs.
8. 1 on 1 guidance with professionals related to mentees’ fields of interest. Once a month check-ins either virtually or in person. If needed, paired with mentors in their geographic area.
9. A successful mentorship initiative looks organized in that there is an initial screening system in place to meet the needs of the mentee, pair the mentee with a suitable and appropriate mentor, and also a constant evaluation process where participants can constantly provide feedback to organizers. A successful initiative also lasts beyond the duration of the program in that connections made are perpetuated and maintained even after the official programming concludes. It also looks like one that helps introduce the mentee to resources and connections that could help further their career and other personal goals.
Please select the types of initiatives that you might consider offering.
1. Ongoing mentorship exchange, where more recent returnees are matched with JETAA sempai
2. Business card exchange, Career-fair style webinar series, Ongoing mentorship exchange, where more recent returnees are matched with JETAA sempai
3. Career-fair style webinar series, Ongoing mentorship exchange, where more recent returnees are matched with JETAA sempai
4. Chapter events of a cultural nature
5. Ongoing mentorship exchange, where more recent returnees are matched with JETAA sempai, I think it would be great to partner up current JETs with alumni who have lived in their prefecture, and they could continue to act as mentors once the JET becomes an alumn/alumna
6. Career-fair style webinar series, Ongoing mentorship exchange, where more recent returnees are matched with JETAA sempai
7. We do monthly activities like Happy Hours or game nights to try and get more people interested
8. Career-fair style webinar series, Ongoing mentorship exchange, where more recent returnees are matched with JETAA sempai
9. Career-fair style webinar series, Ongoing mentorship exchange, where more recent returnees are matched with JETAA sempai

Key Decisions & Checklists

By now, you should have some idea of how to move forward with supporting your JET chapter. To the left, you’ll find key considerations before jumping into a new initiative.

Decision Checklist

Create two budget lists, one for finances and one for member time. Consider adding a 20%-30% buffer in your time budget.
Will you require additional funding of some kind?
Decide on any key dates and commitments to share with participants in the initial event announcement or signup form
Consider who your audience will be. JET alums only? Recent returnees? Local professional community?
How large of an event can you realistically run? What is your leadership team willing to commit to?
Will a standalone meishi event carry 80% of the benefits of a full-fledged mentorship program? Would focusing on that create space for other chapter initiatives?
Online, in-person, or blended

Step 2: Initiative Guides

Now, let’s take a look at some step-by-step guides for three different types of mentorship events: a stand-alone event, an event series, and a mentorship program.

Stand-Alone Event

The idea here is to keep these events simple with a clear objective. These might include generating job leads, teaching networking skills, or expanding your JETAA local community.

Adding a single event is a great way to test a possibility for a concept of a series or program. The benefits of a single event are that it minimizes commitment, it's simple, and has a clear start and end goal. As for drawbacks, you'll need to start recruitment and marketing from scratch, where an event series would allow us to double-dip in marketing materials and audience.
Even for single events, it's helpful not to lose sight of the big picture. Have a list of critical events in the future that you would like to promote, and don't lose sight of the vital problem you wish to solve with this and future events.
Typically, a one-off online event would be best to keep these to one hour and one topic. After that, a business card exchange stands on its own. After a brief intro, you can split people into different categories based on industry, icebreaker topics, or questions, then closing with thank you and a plug for upcoming events.
Two hours serves as a more appropriate length of time for in-person events, and just leaning on a business card exchange may not offer enough substance. To that end, you might start with a 15-minute presentation from a guest speaker, which can then transition into an icebreaker for the networking portion.
Regardless of the format, the primary job of the networking event should be to network, and anything added should be to support that endeavor.
Remember, a one-off event can serve as a series testbed or become part of a monthly networking program. Just remember to give reasons for people to keep coming back, and that might include building a community, or rotating topics, icebreakers, facilitators, and venues.
Announce and share sign-up (10-14 days before)
Two weeks in advance is the ideal notice for most people for online events. Any shorter, and your audience might have plans, and any longer and people may forget. Feel free to tease the event beforehand. Consider asking questions in the application.
Plan icebreakers or room topics (Before Event)
Zoom allows members to move freely between breakout rooms. However, some audience members may have difficulty doing this. Consider randomly splitting participants into individual breakout rooms or creating separate rooms based on topic.
Open event (5 mins)
Spend no more than five or ten minutes introducing the event.
Core networking (50 min)
If you allow people to shift around networking breakout rooms, organizers can move around and support the conversations and illicit opinions from quieter participants. Otherwise, you can return participants 2-3 times to the main room and use each of these breaks to plug an upcoming event.
Close Event (5 min)
Thank members, and plug any remaining events or initiatives.
Feedback (Day after Event)
Send thank you to participants, including dates of future events any promised follow-up information, and solicit any testimonials that they might use to market future chapter events.
Decide on time and place (4-8 weeks before the event)
Begin by looking for locations to host your brainstorm event. Options include homes, consulates, Japan Society, libraries, or local colleges and universities. One possibility is to find a local college or university with a Japanese-language program and invite any students interested in the JET program. Finally, if weather permits, consider hosting the event outdoors, so long as you have some surface or poster board to post sticky notes.
Announce and share sign-up (2-3 weeks before)
Given the added complexity of in-person events, it’s best to advertise these events with more lead time than an online event.
Welcome and opening presentation (20 minutes)
It’s a good idea to start the event with a mini-presentation. This opener could be on a concrete topic such as conducting an informational interview or something more community-driven, such as a pecha-kucha talk on JET success stories. The idea here is that participants walk away learning something new and have a possible topic of discussion during the networking portion.
Core Networking Session (40-80 minutes)
This segment is the core reason why your participants are here. Depending on the size of the event, you can provide possible ice breaker topics. Finally, if it feels right, you might provide icebreaker bingo with squares asking participants to find a person who, for example, lived on Shikoku or changed industries after JET. Optionally, you might offer prizes for those who get a bingo.
Conclusion (10 min)
Thank everyone for coming, plug any upcoming events, and take time to thank your community.
Feedback (Day after Event)
Send thank you to participants, including dates of future events any promised follow-up information, and solicit any testimonials to use when marketing future chapter events.

Event Series

In its simplest form, a networking event series can repeat events found in successful or tweaked single events, as we covered on the Stand-Alone Event section. However, doing so carries the benefits of maintaining a dedicated audience that can grow via word of mouth.

That said, these series do typically run into a few different hurdles. First, if they are too similar to one another, your audience may grow bored from networking with the same audience. Again, as we discussed in Protect Your Time, Set Yourself up for Success, your goal might be to build a community where these networking events may not need to change much. If your goal is successful networking, then each participant should walk away from each event with something new, whether it’s an actionable lesson or a further contact.

An additional challenge comes with the holidays. While hosting events on the same day each month is valuable advice, these routines often fall apart during the holidays. Consider zeroing in on crucial times of the year, rather than spreading them out to the point where they interfere with holidays. Similarly, we should design events in a manner in which one or two can be skipped with minimal disruption while creating enough Fear of Missing Out or FOMO to encourage your audience to participate in as many events in the series as possible.

As mentioned elsewhere in this guide, the most valuable resource for any chapter is its members' time to contribute. We don't do laundry every time we have a dirty sock, and we shouldn't create one event at a time. Generally speaking, it's more effective to batch similar tasks together and plan them simultaneously.

Thanks to technology, we can schedule emails and social media posts in advance at no cost to your chapter and automate emails for minimal cost. For example, a tool like Mailchimp allows you to automatically send a welcome email to people who sign up for your mailing list. This automatic email can link to a social media channel or events page, so new members will automatically know about upcoming offerings.

Likewise, it's beneficial to take some time, every 1-3 months, to create any emails and materials for your event series, and decide on any icebreaker questions or themes. You can then use a tool like Mailchimp, as mentioned above, or your social media account to schedule these posts in advance. Again, benefits include efficiency and built-in commitment, reducing the friction related to planning the event series.

Throughout all this planning, don’t forget to have fun, enjoy the process, and gain value from the value you are generating for our chapter. No one forces alumni to run for JETAA leadership positions, and while we should be responsible for our roles, it shouldn’t be a source of burnout in our lives. To that end, if an event generates value relative to the amount of effort going into it, rethink it rather than digging deep and repeating something that is not working.

Mentorship Program

We've explored the importance of prototyping events, starting small, and building a recurring event series in this guide. However, your chapter may reach a point where the benefits of a comprehensive mentorship program are worth the complexity and effort that a mentorship program demands. If so, congratulations on determining a great addition to your chapter's offerings!

First, it's worth reviewing the brainstorming exercise from the Stand-Alone Event section and determining what problem the mentorship program should solve.
These goals might include:
1. Assisting career changers in breaking into a new industry.
2. Mentoring new skills, such as informational interviews.
3. Introducing a JET into the mentor's industry using their preexisting contacts.
Next, you’ll have to determine some application process forms for mentors and mentees.
Key questions to ask involve
1. How extensive should the program be?
2. What are the key commitments and dates?
3. How long should the program run, and how frequently should mentors and mentees meet?
4. Should this program be mentor-led or mentee-led?
5. How can we mitigate the risk of mentors or mentees dropping out or going silent?
6. How will mentors and mentees be matched?
7. How, if at all, will mentors be compensated?
8. Do we need to apply for additional funding?
9. What, if any, supporting events or documents should we provide?
Our sample program will begin in late spring when our participants can meet outside. We have the goal of matching five returnees to five mentors. The purpose of this particular mentorship program is to help JETs obtain their first post-JET jobs, so this will focus on building a new JET network and LinkedIn profile. While pairing mentors and mentees based on their careers is a plus, it should be secondary to personality fit.
Recruitment
1. We begin by surveying interest in your community, both among potential mentors and mentees, and what problem they would like to solve based on this program.
2. Next, we identify key dates and deadlines so that participants can block off those dates in advance.
3. Third, advertise the program to mentors and mentees. Provide some ikigai-style worksheets to the participants to create a barrier to entry. This practice increases the chances that those who reply will commit, giving participants a solid place to begin.
4. Fourth, focus on locking in commitment from your mentors, as this number will dictate how many mentees you can accept into the program. Avoid taking mentees first, as you don’t want anyone to go unmatched. It may be helpful to ask one or two mentors to serve as alternates if someone needs to back out.
5. Next, review the mentee applications and see how the ikigai worksheet matches. Use a rubric to decide. The most crucial area is commitment level.6. Once you decide on mentors and mentees, we can move into matching.
Program Flow
We split our sample program into four modules where we recommend that pairs meet eight times over four months, including at organized events. However, we find that it's best to meet more often for a shorter, more targeted amount of time. Most of this work should be performed by the mentee asynchronously, so the actual meeting with the mentor need not last longer than 30-60 minutes.
Example:
Week 1 (Kickoff Picnic)
In-person, outside, mentors and mentees meet and build a schedule. Afterward, create a space for mentors to share their experiences with the mentees. Then, do the same for mentees.
Weeks 2-3 (Module 1 (1/2): Informational Interviews Contact List
The mentor works with the mentee, either online or in person, to create a list of contacts over LinkedIn or through the mentor's network. The mentee then develops an actionable elevator pitch to message each of the communications on that list. The goal here is to set up 3-5 informational interviews. Groups may complete this asynchronously using a shared document.
Weeks 4-5 (Module 1 Meeting (2/2)
The mentor and mentee meet two weeks later to explore how the process has gone. This meeting is a time to look at responses or lack thereof and pivot the strategy. The deliverable will be a list of five of the most important takeaways.
Week 6-7 (Module 2: Branding)
Based on the results of the ikigai
worksheet and informational interviews, the mentee will refine their LinkedIn profile and resume, soliciting advice from the mentor and other people in their network. Additionally, the mentee should research any skills or qualifications they lack and see the most effective way to learn the basics.
Week 8 (Check-in)
Organizers send out a reflection survey to check in on what each pair is doing and intervene if needed.
Week 9-10 (Module 3: Focused Informational Interviews)
Develop a strong elevator pitch and list of employers that the mentee is interested in. Next, identify key networking events to attend within that industry, and set up five informational interviews. This stage is all about leaving one's comfort zone and developing a brand.
Week 11 (Module 4: Presentation Prep)
Mentee develops a presentation highlighting key takeaways, learning moments, and next steps.
Week 12 (Module 4: Final Presentation)
In-person or online: Final Presentation and debrief.
Going Forward / Post-Program
Set up a meeting one month before and consider an ongoing relationship.
Reflect
Given the number of moving pieces a program like this demands, it’s inevitable that some things will go wrong, and that’s okay. However, while it’s essential to avoid burning bridges, giving each other permission to make mistakes and learn from them is even more critical. That’s why, from the beginning, we etch out time to review the program and explore ways to improve it as we advance.
We asked chapter leaders about some of the potential stumbling blocks a mentorship program might bring. These traps, broadly put, fall into the following categories:
🈲 Differences in mentor/mentee expectations, such as time, energy, and who takes the lead
✅ Agree on group expectations at the start of the program, and put these in writing. Embrace radical candor if either party strays
🈲 Pairs failing to meet for a considerable length of time
✅ Plan all meetings in advance, or plan the next meeting at the close of the previous one. It’s better to pencil in a time than nothing at all. Finally, aim to meet more frequently for a shorter length of time.
🈲 One person dropping out of the program, or failing to respond to messages
✅ An application process helps ensure more committed alumni sign up for the program. Focus on pre-work that would allow the applicant even if they do not make it into the program. Finally, maintain a wait list if a participant drops from the program and have all participants sign the group expectations agreement.
One method we can use to help ensure a successful program is to compensate participants, especially mentors, for reaching specific benchmarks. This solution won’t fit every schedule, and it may feel too transactional for some. That said, even creating a budget for gift cards can help show volunteers that they’re appreciated and that they may be more likely to participate in future initiatives.
For most chapters, initiatives like these may fall outside of GiA and MOFA funding. Luckily, USJETAA has a rich history of collaborating with the Sasakawa Peace Foundation to work with JETAA chapters to receive grants for Japan-related initiatives.
We can connect a mentorship initiative to Japan in several ways, such as helping:
- Outgoing JETs engage with their schools and local communities
- Returning JETs in pivoting to a different Japan or non-Japan-related career
- Recent returnees engage with Japan outside of their daytime job through non-profit initiatives
Be creative! If you have an idea, reach out to USJETAA at director@usjetaa.org to get started.
JETAADC has generously provided materials from its mentorship program. These should just be used as a starting point, as your program goals might look quite different, and you may determine as a chapter that you may not require the degree of formality and funding that this particular initiative used.
Opening Ceremony Presentation
Mentee Application
Mentee Pre-Progam Survey
Mentee Post-Program Survey
Mentor Pre-Program Survey
Mentor Post-Program Survey
Module 1 Worksheet
Module 2 Worksheet
Module 3 Worksheet
Final Presentation Guide
As part of this project, we interviewed mentorship program participants. Here is a list of sample situations and possible solutions
Situation
1. Mentee in current program disappeared. This program is supposed to be mentee-driven, which didn't happen in this case.
2. The mentee was matched based on career interests rather than personality.
3. It started strong, introducing critical contacts within the mentor's circle, but the mentee didn't follow through.
4. Virtual discussions did not help build rapport.
Possible Solutions
1. Take into account intergenerational differences and expectations. Define the expectations of a mentee-led program to a Gen-Z audience and outline the expectations.
2. Create space for other mentors to talk, and solicit advice from different mentors.
3. Meet regularly but for a shorter amount of time.
4. Meet more frequently but for a shorter amount of time.
5. Consider tag-teaming, switching mentors, or speed dating to determine a match.
6. Use a personality profile, ikigai worksheet, or video application.
7. Build a strong mentor pool to draw upon
8. Create a safety-net procedure in case the mentee isn't proactive enough.
9. Warn participants to embrace/expect discomfort and do some soul-searching if a program like this they want.
10. Ask applicants if they prefer to mentor someone of the same gender.
11. Consider avoiding matching people based solely on career aspiration.
12. Build prework into the application process.
13. Midterm check-in: If one member scores the program 2/5 and the other scores a 5/5, that's a red flag.
14. Consult with participants before setting a date.

Step 3: Conclusion

Congrats! Whether you’ve attempted a Stand-Alone Event, an Event Series, or a Mentorship Program, you’re sure to have learned something from the process. And while it’s tempting to hang up our hats and pat ourselves on the back, it’s just as important to take some time to reflect on the initiative. This portion is comparatively simple compared to the other concepts discussed in this guide but is critically time-sensitive.

Key Questions

What do I/chapter leaders/participants think worked well?
What do I/chapter leaders/participants think could have worked better?
How much time did we spend on this initiative?
Could we have achieved at least 80% of the results using a more straightforward approach? At what point did our efforts produce diminishing returns?
What could we have spent 20% more of our time on that could achieve the most impactful results?

Future Marketing

In addition to the critical questions described, it’s essential to ask for testimonials from participants as soon as possible. These are some of the most impactful marketing tools we have. Ask if you can share their name and headshot or, better yet, if they’d be willing to share a short video explaining the benefits your initiative had.

While effective marketing is no substitute for solid programming, strong programming can impact marketing.