1. Use a design team. Sharing the work load makes the work easier and helps to ensure continuity. Key individuals on the design should be the eventual customers.

2. Select a program administrator who is passionate about the success of the program.

3. Create an umbrella plan. Be sure the mission and objectives of the program align with those of the organization.

4. Have a champion or sponsor. A sponsored program–support of an executive board member, for example–becomes a company-sanctioned program. Be certain that the program’s continuity is protected if the sponsor leaves.

5. Have a marketing plan. Plan the kinds of written materials, posters, focus groups, and 
orientation programs that you will use.

6. Develop a mechanism to monitor the progress of the program participants. Continue to reinforce the learning pairs. Measure and demonstrate the program’s success.

7. Involve the participants’ supervisors.

8. Create a training program. A training program should provide a foundation for creating a successful learning partnership between virtual strangers.

9. Use a selection and matching process that empowers. Bring parties together that will mutually benefit from one another. Include all social identity groups, levels, and disciplines in the pilot program. Use a questionnaire to gather data about potential participants. Develop a systematic process to match protégés and mentors in team interviews.

10. Ensure that there is a way to hand off the program. Planning for continuation will govern the decisions you make about who should be on the design team and in the first mentor-protégé pairs.

Based on: Baog, Rita S. “Twelve keys to a successful mentoring program.” Cultural Diversity at Work, 10:4 (March 1998) 11.